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Carroll A: Business & Society

Business & Society

Ethics, Sustainability & Stakeholder Management

Every morning, Craig Wahl walks his dog Winston through quiet, tree-lined streets, and every morning, Winston stops, sniffs, backtracks, and finds his own way forward. It is not a straight line. Neither is leadership.The Walk: Leadership When There Is No Finish Line delivers the unpolished truth: Leadership is an endless, messy, and grueling walk where clarity runs out and pressure stays high. Drawing on his own experience navigating bankruptcies and IP lawsuits and scaling a team from eight to nearly three hundred employees, Wahl maps the terrain leaders actually walk: trust rebuilt daily, accountability nobody wants to own, and the quiet endurance required to keep showing up.The Walk bypasses academic theory to address what most leadership guides skip: toxicity without villains, high-performer alignment, and the discomfort of leading outside the room. Through practical tools like the "Failure Audit" and the "Toxicity Response Ladder," executives learn to turn reflection into action."Leadership doesn’t break people because they don’t care enough. It breaks them because they care deeply and no one prepared them for the cost of that care."When corporate doors chain shut and proximity no longer guarantees alignment, only one question remains: What will a leader be remembered for? Step onto the pavement and discover how to keep walking.

Leadership When There Is No Finish Line

The Walk

Eminent political economists Ian Budge and Paul Whiteley make a forceful case for bringing the state back into economic planning for better economic and political outcomes. They do so primarily by calling attention to the shortcomings of axiomatic, neoclassical economic theorizing, which makes normative assumptions about how economic actors ought to behave without considering how they actually behave thanks largely to the influence of advertisers and politicians. Revisiting Adam Smith with this in mind, Budge and Whiteley offer original, alternative understandings of individual and collective decision-making; the difference between national economies and "the economy"; the state's role in the provision of public goods; the state's role in dealing with risks, uncertainties, and externalities such as climate change; and the very notion of "supply and demand," which they reconceive as supply-then-demand. The end result is a more robust explanatory model of economics coupled with a normative case for the governance of public goods and markets. All this adds up to a major intervention into the question of how societies organize the extraction and allocation of resources to meet the needs of their constituents.

A Political Theory of Economies and Markets

Public Supply and Demand

TURBOCHARGE YOUR T.E.A.M.: BRIDGING GENERATIONAL GAPS

A New Approach to Technology Leadership

The Real CIO

How to Create, Manage, and Sustain a Skills-Based Culture

The TWI Implementation Field Guide

Leadership isn't a gift bestowed on a fortunate few. It's a set of skills that can be learned, strengthened, and refined over time. Yet most leadership development fails. People attend workshops, read books, receive coaching, and return to work inspired—only to find themselves repeating the same behaviors under pressure. Lasting leadership growth requires more than good advice. Drawing on nearly two decades as a clinical psychologist, executive coach, and founder of a global leadership consulting firm, Jonathan Kirschner offers a fresh perspective on one of business's oldest questions: How does someone become a great leader? Combining behavioral science, executive coaching, organizational psychology, and practical experience with thousands of leaders across hundreds of organizations, Leadership Actualization presents a comprehensive framework for developing leadership from the inside out. Along the way, readers will discover why leadership is learnable and how sustained behavioral change becomes possible. Whether you're an emerging manager, an experienced executive, an entrepreneur, or an executive coach, this book provides a practical roadmap for developing the capabilities required to lead yourself, influence others, and guide organizations through complexity and change.

The Psychology of Becoming a Great Leader

Leadership Actualization

Is your company moving as fast as you think it is? Most organizations aren't--and it's costing them.Many executives would argue that their companies are moving with speed. But new research reveals the opposite. As speed becomes more critical to survival in today's unpredictable world, most companies are actually getting slower, held back by processes, technologies, and structures that once made them successful.This perception-execution gap around speed can make or break companies--yet most leaders don't know how to set their organizations up for success. In The High-Velocity Organization, Suketu Gandhi, chair of the global strategic operations practice at Kearney, offers a practical solution. By combining speed of insights, decisions, and actions, leaders can increase their velocity exponentially across the organization. Gandhi introduces a five-part framework for operationalizing intelligent speed at scale: <ul><li>Build enterprise sensing capabilities that enable a company to perceive opportunities and threats.</li><li>Break down silos to enable organizational adaptability.</li><li>Empower agile teams by encouraging decision-making and fostering collaboration.</li><li>Scale with intelligent automation to distribute insights, increase efficiency, expand capacity, and support decentralized execution at scale.</li><li>Measure what matters using new metrics that determine true competitive speed in an accelerated marketplace.</li></ul>Based on proprietary research and filled with detailed examples, The High-Velocity Organization explores the architecture, technology, and leadership needed to put speed at the heart of strategy and execution so that your company can stay adaptable while moving forward--fast.

Sensing, Deciding, and Acting at Speed

The High Velocity Organization

Advising CEOs for decades and having served as BCG's CEO for nine years, Rich Lesser spent a career in the rooms where high-stakes business decisions get made. In The Six-in-One CEO, he invites you into those rooms as he defines the six roles a modern CEO must play, and what it takes to play them well.The CEO's job has changed more in this decade than at any point in modern business history. Shocks arrive faster and overlap. AI is permeating every corner of the enterprise. Trust is harder to build and easier to lose. Geopolitics are upending business as usual. Employees are facing a new host of stressors. Today's leaders must navigate all this while delivering growth and building organizations for the long term.To explore these challenges, Lesser, now BCG's Global Chair, had candid conversations with more than two dozen leading CEOs, including Arvind Krishna of IBM, Carol Tomé of UPS, Christophe Fouquet of ASML, Doug McMillon of Walmart, Maria Black of ADP, Nicolas Hieronimus of L'Oréal, and Young Liu of Foxconn.Their stories, BCG's insights, and Lesser's own experience converge on six roles CEOs must now embrace: chief vitality officer, chief learning officer, chief statesman, chief resilience officer, chief trust officer, and chief well-being officer.Avoiding the checklists and playbooks often found in traditional business books, Lesser closes each chapter with personal memos to CEOs offering practical advice on navigating the six roles based on real-world examples. He also offers his take on the critical leadership traits that CEOs often underestimate, along with his holistic view on legacy.Reflective about what leadership has always required and exacting about what this era now demands, The Six-in-One CEO is grounded in real decisions rather than theory, written by a leader who has done the job, and leveraging BCG's vast experience. It's essential reading for CEOs, senior executives, rising leaders, and anyone responsible for guiding organizations in this extraordinary period of change.

Redefining Leadership for a High-Speed, High-Stakes World

The Six-in-One CEO

Healthcare strategy tends to be a "black box" affair, shrouded in mystery by consulting firms or in foggy recollection from a long-ago college text. Dawn Carter believes it doesn't have to be that way. Based on more than 30 years' experience as a healthcare strategist, she has written a straightforward, consistently practical handbook for practitioners of every kind: seasoned executives, emerging leaders, board members, and students alike.That book is Strategic Planning for Healthcare: How to Implement a LIVING Strategy. Rather than abstract theory or academic jargon, it is a step-by-step guide for anyone who wants to understand how a winning strategy evolves and how it creates positive change. Filled with anecdotes from real-world engagements, the book also introduces Great Health System, a hypothetical organization whose strategy takes shape across every chapter, tying the entire process together.The LIVING framework - built around six essential elements of strategy formation and execution - gives practitioners at every level a shared language and a clear path forward. At the same time, the book is focused on why-to as much as how-to. Carter's conviction is that strategy isn't a chore or a compliance exercise. Done right, it is the beating heart that keeps healthcare organizations moving forward in an increasingly difficult environment.With fresh analogies in every chapter drawn from art, history, engineering, and beyond, LIVING Strategy makes the unfamiliar immediately recognizable and keeps the pages turning.For readers who enjoyed If Disney Ran Your Hospital or Hardwiring Excellence, this is the book on healthcare strategy that you've been waiting for.

How to Implement a LIVING Strategy

Strategic Planning for Healthcare

Business today remains tethered to a paradigm that is long out of date. This mindset assumes that universal answers exist: Businesses can simply apply compartmentalized operations and follow linear paths to success. Experienced managers know business doesn't work this way. Where should they turn? In this groundbreaking book, Doug Garnett shows how complexity science reveals a new understanding of how business works that is as useful on the front lines as in the C-suite. This discipline--the study of behaviors in highly interconnected, adapting systems dominated by emergence--is revolutionizing fields from biology and economics to psychology and artificial intelligence. Recognizing a business as a complex adaptive system operating within other complex systems changes our perspective on everything from core concepts of demand, profit, and strategy to the nature of business success. Managers who grasp the order hidden within complexity discover not only a powerful new understanding of their role but also potential for dramatic contributions to success. The Complexity Paradigm features vivid examples ranging from local coffee shops to major corporations like PepsiCo, Boeing, Mattel, Starbucks, and General Motors as well as tech giants such as Apple and AT&amp;T. Grounding eye-opening theory in the realities of business, this foundational look at complexity offers deep insight and value for practitioners and students alike.

Using Systems Science to Drive Business Success

The Complexity Paradigm

Kindness in Leadership

In the fashion and beauty industries, relevance is everything, and innovation is critical to survival in competitive markets. Denise Hardesty Sutton presents a selection of curated case studies to highlight how innovation, often shaped by specific historical, cultural, economic, and socioeconomic influences, is a key factor in pivotal events initiating fundamental change. Drawing on relevant contextual elements and insights from the entrepreneurial impulse-both inside and outside of traditional economic systems-Sutton covers a variety of turning points within the industries, including the introduction of maternity and plus-size women's apparel (Lane Bryant), new textiles, (DuPont's Kevlar), luxury streetwear (Dapper Dan), creative upcycling (feed sacks), new cosmetics markets (Fashion Fair), and business models in beauty (Weleda, Dr. Hauschka). As Sutton examines each case, she positions it within its unique context to illuminate the cultural meanings and impacts of its development alongside wider industry trends like the turn to inclusivity and the growing use of technology in pursuit of efficiency, product development, and problem-solving.

Case Studies in Innovation

Fashion and Beauty

Business & Society

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