
"SuperCorp" reveals how companies like IBM and P&G blend profit with purpose. Harvard's Rosabeth Moss Kanter shows why businesses addressing societal needs outperform competitors. What if the secret to sustainable growth isn't just financial logic, but creating meaningful impact? Millennials are taking note.
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A devastating tsunami strikes Asia in 2004, leaving chaos in its wake. While most corporations scramble to write checks for disaster relief, IBM India takes a different path. Their employees head straight into the disaster zone-not with briefcases and business plans, but with laptops and determination. They build tracking systems for relief supplies amid destroyed infrastructure, create websites coordinating scattered data, and venture to remote islands where communication has collapsed entirely. No cameras follow them. No press releases celebrate their work. They simply show up because it's the right thing to do. This wasn't charity bolted onto a business model-it was business reimagined from the ground up, where helping communities and generating profit aren't opposing forces but complementary goals that strengthen each other. This approach represents what Rosabeth Moss Kanter calls the "vanguard company"-organizations that refuse the tired old choice between making money and making a difference. When her book arrived in 2009, capitalism itself was on trial. Banks had collapsed, trust had evaporated, and people were questioning whether corporations could ever serve society. Yet Kanter's research across 350 interviews in 20 countries revealed something surprising: companies integrating social purpose with business strategy weren't just surviving-they were thriving, outperforming competitors while building stronger communities. For decades, we've been stuck in an exhausting argument. On one side stands Milton Friedman's ghost, insisting that corporations exist solely to maximize shareholder value. On the other, activists demand businesses sacrifice profits to address social problems. Both sides talk past each other, convinced the other is dangerously naive. But what if this entire debate misses the point? The vanguard model reveals a third way that makes both camps uncomfortable-because it challenges their fundamental assumptions. These companies don't treat social responsibility as something separate from business strategy. When Unilever redesigns supply chains to reduce environmental impact, they're not choosing planet over profit-they're discovering that sustainable practices often reduce costs and open new markets. When Danone pursues B-Corp certification, legally embedding social mission alongside profit goals, they're not being altruistic-they're building resilience and consumer trust that translate into competitive advantage. The numbers tell a compelling story. During the 2008 market collapse, when NASDAQ plunged 36% and Microsoft dropped 41%, IBM shares fell only 16%. These aren't coincidences-they're the results of building organizations that weather storms because they've cultivated deep relationships with employees, communities, and customers.
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