We all sense that corporations shape our family, our products, and our near future--perhaps more than ideology, national and regional policy, and religious doctrine. That is why capitalism remains the dominant force in most sections of the world today, only a few decades after Karl Marx wrote his infamous Das Capital .Read more...
We all sense that corporations shape our family, our products, and our near future--perhaps more than ideology, national and regional policy, and religious doctrine. That is why capitalism remains the dominant force in most sections of the world today, only a few decades after Karl Marx wrote his infamous Das Capital.
But how exactly does capitalism influence us? Is it for the better, or for the worse? Does it add freedom, or does capitalism co-opt and constraint individualism and creativity? Are there new forms of capitalism where societal and environmental expectations are shaping products, earth-shattering decisions, and investment trends?
Publishers Weekly® Reviews
- Reviewed in: Publishers Weekly, page .
- Review Date: 2015-11-30
- Reviewer: Staff
Piasecki (Doing More with Less) devotes this repetitive book to looking at companies that are implementing social response capitalism effectively. Having logged more than 30 years as a management consultant to more than a hundred firms, Piasecki is well prepared to identify the six stages of a corporations life: profit-margin improvement, efficiency improvement, expansion of the global customer base, product differentiation, responding to the social concerns of the customer base, and having these responses recognized by analysts. Companies that neglect these last two, he claims, are doomed to failure. He sets out to provide a practical blueprint for companies that want to adopt socially responsive corporate practices, covering the implementation of environmental, social, and governance metrics; how investors can analyze philosophies and corporate practices; the impact of digital technology; and the rise of an interconnected global community. He presents case studies of companies that, in his view, are doing it right: Airbnb, FedEx, Suncor, and Uber. In correctly noting that business should not be simply about profit, Piasecki hammers home the same point over and over without adding much to the conversation. (Feb.)