A parable that contrasts the leadership styles of two CEOs:  one operating in the old business paradigm; the other embracing the new business paradigm, in which success is inextricably tied to the success of business stakeholders.  It is based on a new, proactive business model that works better in the 21st century than the old-world, protectionist, risk management formula, because it turns business networks into aligned and consensual communities that get things done faster and better.  It balances traditional defensive, risk management practices with new, offensive, Trust Enablement approaches to business.

When it comes to engaging with host communities, even the best intentions can go awry without a robust process. Anglo American's award winning Socio-Economic Assessment Toolbox (SEAT) provides a structured way to work with their neighbours to improve their well-being. The attached pdf document (which can be downloaded by clicking on the 'download' link) describes: the objectives of the SEAT process the key stages and the process flow who the process is designed for the time commitment the supporting tools for each stage how the SEAT process fits within the context of a detailed socio-economic context key performance indicatorsWith this level of detail, it is clearly a good example of how to be a force for good company. You can also read an overview summary of their overall approach here.

This presentation was given by Dr. Matthew Kiernan, Chief Executive, Innovest Strategic Value Advisor at the 2008 Tomorrow's Company Annual lecture. In it he powerfully brought together the arguments for the importance of recognising the link between the management of environmental, social and governance factors as an indicator of business performance, sustainable value creation and long-term investment returns. You can read Tony Manwaring's blog about the event here.

Companies are responding to global competition and economic volatility by seeking to be more responsive while lowering costs. This often involves down-sizing and out-sourcing: The very things that tend to destroy the trust of employees. At the same time, workers say they want more flexibility, yet this is often perceived by business as a threat to performance. Could there be a way to reconcile these two apparently opposing forces and transform the debate on flexible working and business performance? Workplace experts Career Innovation facilitated an 18-month ‘Agile Resourcing’ programme with some of the world's most respected employers: Boeing, BT, Marriott, Nokia, Pfizer, PwC, UBS and Oxfam. The resulting ‘Manifesto’ provides principles and examples to help create tomorrow's most agile workplaces. www.CiManifesto.com.