More than ever before, consumers, employees, and investors share a common purpose and a passion for companies that do well by doing good. So any strategy without sustainability at its core is just plain irresponsible – bad for business, bad for shareholders, bad for the environment. These challenges represent unprecedented opportunities for big brands – such as Clorox, Dell, Toyota, Procter & Gamble, Nike, and Wal-Mart – that are implementing integral, rather than tangential, strategies for sustainability. What these companies are doing illuminates the book’s practical framework for change, which involves engaging employees, using transparency as a business tool, and reaping the rewards of a networked organizational structure.

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