Abstract
Consider the distinctions between world-class performance for business versus world-class performance for corporate citizenship. In business, world-class performers design strategies that provide sustainable competitive advantage, and reinforce them with operating processes to deliver top-level execution with high levels of quality and productivity. Businesses use sophisticated management systems to gain efficiency, provide training and development for employees, and rely on clear performance metrics to guide continuous improvement. World-class performers also develop close connections with their customers, suppliers, and employees. And, in what might be the most distinguishing characteristic, world-class performers align and integrate every component from strategy to execution to performance feedback in a virtuous, self-reinforcing cycle that builds sustainable value.
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Notes
For in 1995, when computer chipmaker AMD, see background information at http://www.amd.com; on trends in social reporting see KPMG International Survey (2005); on integration, see Philip H. Mirvis and Julie Manga, “Integrating Corporate Citizenship: Leading from the Middle” (Boston: Boston College Center for Corporate Citizenship, 2007).
For the largest company in the $1.2 trillion IT world, see background information at http://www.ibm.com; see especially IBM Corporate Responsibility Reports at ibm.com/ ibm/responsibility.
See James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies (New York: HarperBusiness, 1994).
See Samuel B. Graves and Sandra A. Waddock, “Beyond Built to Last: Stakeholder Relations in ‘Built-to-Last’ Companies,” Business and Society Review 105, no. 4 (2006): 393–418.
See Joseph H. Bragdon, Profit for Life: How Capitalism Excels (Cambridge, MA: Society for Organization Learning, 2006).
For in 2006, IBM went where, see Global Innovation Outlook 2.0 (IBM, 2006); Donofrio quoted in “Innovation: A Spark to Ignite the 21st Century” (June 11, 2006), online at http://www.bcccc.net; Palmisano quoted in “Big Blue Brainstorm,” Business Week (August 7, 2006), online at http://www.businessweek.com.
For the company hosted HabitatJam, see “Collaboration that Matters: IBM 2006 Corporate Responsibility Report”; for World urban forum sponsored by United Nations Human Settlements Programs at http://www.unhabitat.org.
For some years ago, see Rosabeth Moss Kanter, “From Spare Change to Real Change: The Social Sector as a Beta Site for Business Innovation,” Harvard Business Review (December, 1999).
For differentiation is a key feature in development, see Andrew H. Van de Ven and M. Scott Poole, “Explaining Development and Change in Organizations,” Academy of Management Review 20 (1995): 510–40
For as Palmisano puts it, quoted in “Leveraging Business Strategy to Increase Employee Engagement” (August 3, 2004), online at http://www.bcccc.net.
For updates on AMD’s 50x15 initiative, see http://www.50x15.amd.com.
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© 2007 Bradley K. Googins, Philip H. Mirvis, and Steven A. Rochlin
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Googins, B.K., Mirvis, P.H., Rochlin, S.A. (2007). Taking an Integrated, Strategic Approach. In: Beyond Good Company. Palgrave Macmillan, New York. https://doi.org/10.1057/9780230609983_8
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