Marc de Swaan Arons sets out the Institute for Real Growth’s findings on sustained growth: overperformers define their markets abundantly, run more than one business model at a time, and measure growth in human terms as well as financial ones.
Dolf van den Brink explains the decision to stop selling the Heineken brand in Russia, why he ranks consumers, customers, and employees ahead of shareholders, and why he declines the activist CEO role.
Hakan Bulgurlu explains why he treats sustainability as the company’s single purpose, why he climbed Everest to earn the right to say so, and what he now expects of marketing.
Aljan de Boer describes what a community of 800 chief marketing officers is for, why he frames the work as human-proofing the future, and how marketers translate social change into the language a CFO acts on.
Kirsten Allegri Williams and Alex Atzberger describe merging Episerver and Optimizely into a single identity, and what the partnership between a CMO and a CEO has to survive to make that work.
Jim Stengel sets out purpose in three steps and says the industry has only done two of them. He traces the argument back through Jif, Pampers, and the job of the CMO in a crisis.
Debora Koyama traces a career from Sao Paulo to Unilever. The method she describes is consistent: find the cause, build the alliance, make the business case, start small.
Sanda Ojiambo explains why the Global Compact treats peace as the ground business stands on, how the membership has grown since 2000, and what its survey of nearly 2,000 CEOs found about the problems they were not hired to solve.
Patagonia replaced a comfortable four-part mission with a single line about saving the planet. Two of its leaders describe what that did to hiring, to marketing, and to the places people used to hide.
Angela Ahrendts describes the method she used at Burberry and Apple, why she thinks short-term reporting is the real blocker, and why she expects the next chief executives to be marketers.
