Problem
Henderson presents what she refers to as the 'business case for reimagining capitalism,' which is effectively to say that not only is working in more sustainable, collaborative, shared-value-generating ways good for the world, but it is also good for the bottom line. She goes on to describe several cases to make her point.
Are you convinced by Henderson's arguments? or are her examples hand-picked exceptions rather than evidence of a general connection between creating shared value and increased profits? Explain your reasoning.
The quote above struck me as I read the chapter. How can we encourage 'acts of profound imagination' and avoid 'that's the way we've always done it' thinking? The examples Henderson describes involved not only taking risks (a normal part of entrepreneurial thinking) but also significantly bucking the status quo.
Task
How can we encourage leaders to think imaginatively without encourage wild risk-taking behavior threatening stakeholder value? Is this just a case of short-term thinking versus long-term thinking? or is there something more here?