Sarah Kaplan

Richard N. Foster

Argues that "built-to-last" companies weigh down the market, presents a plan for transforming business practices, and explains how formerly successful companies fall into habits that compromise future productivity.

Why Companies that are Built to Last Underperform the Market, and how to Successfully Transform Them

Creative Destruction

Going beyond the business case for diversity or sustainability, this book offers guidance to leaders as they navigate the competing demands of stakeholders. Sarah Kaplan argues that conflicting needs, rather than being confusing or problematic, can actually be the source of organizational adaptability and resilience, and shows how companies can not only cope with real tradeoffs but actually thrive and innovate around these tensions.

From Stakeholder Trade-Offs to Transformation

The 360° Corporation

Joanne Kilgour Dowdy

This book includes strategies for integrating drama in the classroom through the use of creating characters, giving meaning to activities through answering the questions: who, what, when, where, and why about any person and situation under discussion (5 W's), using storyboards, incorporating music, writing radio scripts, and using literature and movies as prompts for improvised enactments. Students will learn how to create characters and apply those creations to different content-area activities, situations, and subject matter. This useful resource describes more than thirty-five scenarios of teachers and students in early elementary grades through graduate school working together to craft drama events that draw out participants’ creative energies, interpretations of curricular topics, and investigations of social, political, and personal concerns. In all of these lesson plans, students collectively explore topics, concepts, themes, or tensions that surface as they navigate their way through the conditions and experiences that unfold in a scene, skit, improvisation, or in interrelated episodes. Drama techniques include role play, scripting, dialogue, audience participation, improvisation, and the strategic use of interaction, space, movement, and gesture.

Teaching Drama in the Classroom

Richard Foster

Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive. In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth. Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term. In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.

Why Companies That Are Built to Last Underperform the Market--And How to Success fully Transform Them

Companies are increasingly facing intense pressures to address stakeholder demands from every direction: consumers want socially responsible products; employees want meaningful work; investors now screen on environmental, social, and governance criteria; "clicktivists" create social media storms over company missteps. CEOs now realize that their companies must be social as well as commercial actors, but stakeholder pressures often create trade-offs with demands to deliver financial performance to shareholders. How can companies respond while avoiding simple "greenwashing" or "pinkwashing"? This book lays out a roadmap for organizational leaders who have hit the limits of the supposed win-win of shared value to explore how companies can cope with real trade-offs, innovating around them or even thriving within them. Suggesting that the shared-value mindset may actually get in the way of progress, bestselling author Sarah Kaplan shows in The 360° Corporation how trade-offs, rather than being confusing or problematic, can actually be the source of organizational resilience and transformation.

Sarah Kaplan

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