It is now possible to buy links good for one or hundreds of free downloads of the book so that you can use it to virtually gift conference attendees or use as a lead generation device.. At scale these links cost 7 dollars and can be accessed everywhere except China and Iran. For more information please contact me and I will connect you with a team at HarperCollins.
Best Business Books 2020: Marketing | Strategy + Business | November 9 2020
People happen to play a key role in the year’s three best business books about marketing, and are the central players in the best of them, Restoring the Soul of Business: Staying Human in the Age of Data, by Rishad Tobaccowala. Tobaccowala, the longtime chief growth officer of the global advertising and communications company Publicis Groupe, is one of the most trusted authorities on digital media. And he makes as thoroughly documented a case as I have come across for why the businesses that thrive are those whose leaders know that what made them great is their human resources.
Restoring the Soul of Business, I kept thinking as I read it, is part Ken Auletta (the New Yorker media critic who, as it happens, authored the foreword), part Deepak Chopra. As detailed and all-business as Tobaccowala is, and as soberly and expertly as he makes his case here, it would be unimaginable to ruminate, at book length no less, on a subject like the importance of humanity without sounding at times like something out of the Up with People program. (One chapter is titled “How to Lead with Soul.”)
Aside from its numerous how-to lists, the book is filled with helpful case studies of companies that have mastered the fusion of data-based marketing and business management with human relationships.
A smart and worldly man, Tobaccowala has produced a deeply informed book about brand marketing, data science, and humanity that is a remarkably lively read. Name another book about business (or any other subject) that in one breath urges the reader to acknowledge “the turd on the table” in the boardroom and references François Truffaut’s The 400 Blows and Joan Didion in the next.
Keeping Stakeholderism Practical | Economist. | July 4 2020
Modern executives are often told they should worry about a lot more than their balance-sheets. They should be aware of their company’s environmental impact, of how well they treat their employees and suppliers, and whether their workforce is sufficiently diverse in terms of gender and ethnicity.
Sometimes, this pressure comes from customers unhappy with the company’s stance on an issue. Sometimes employees demand that their firms take action, as when Google dropped a contract with the Pentagon after workers complained. But many businesspeople don’t need a push: they are strong believers in what are known as esg (environmental, social and governance) issues.
During the lockdown your columnist has worked his way through four weighty tomes by managers who argue that companies have a broader purpose than simply making a profit. The books were “Trailblazer” by Marc Benioff, “Green Swans” by John Elkington, “Restoring the Soul of Business” by Rishad Tobaccowala and “Share” by Chris Yates and Linda Jingfang Cai.
Perhaps the best of the books is Mr Tobaccowala’s. That is because the author, a senior adviser at Publicis Groupe, an advertising and communications firm, has a clear focus: how to ensure you can hire, then inspire, the right workers in the knowledge economy. “Employees who find work meaningful are highly productive, agile and committed,” he writes, adding that talented workers are in a more powerful bargaining position in the current economy. He also argues that companies can be too obsessed with data, and not enough with employee motivation: “The best businesses find ways to marry the math and the magic.”
The book is clearly written and full of sensible and practical suggestions. They include assessing all meetings to eliminate those that waste time and suggesting that all employees spend 20% of each month trying to enhance their skills.
Both Mr Tobaccowala and Mr Benioff reflect on how companies can pursue both broader social goals and the desire to grow. Indeed, they argue that the aims are complementary, rather than contradictory. They also demonstrate the benefits of practical advice over grand philosophising about every social issue of the day. Those lessons even apply to managers who aren’t writing books.