Efnisyfirlit

• Half-title
• Reviews
• Title page
• Copyright information
• Contents
• Preface to the Revised Edition
• Introduction
• How to Read this Book
• Part I Why Grow the Pie? Introducing the Idea
  • 1 The Pie-Growing Mentality: A New Approach to Business that Works for Both Investors and Society
    • The Pie: The Value Created for Society
    • The Pie-Splitting Mentality
    • The Pie-Growing Mentality
    • From Ancillary to Core
    • From Errors of Commission to Errors of Omission
    • From Value Extraction to Value Creation
    • From Ex Ante to Ex Post
    • Dealing with Trade-Offs and a Shrinking Pie
    • Collective Responsibility
    • Why Is Pieconomics So Urgent Now?
    • In a Nutshell
  • 2 Growing the Pie Doesn't Aim to Maximise Profits - But Often Does: Freeing a Company to Take More I
    • Instrumental vs Intrinsic
    • Profits vs Externalities
    • Triple Bottom Line
    • In a Nutshell
  • 3 Growing the Pie Doesn't Mean Growing the Enterprise: Three Principles to Guide Trade-Offs and Whic
    • Growing the Pie Does Not Mean Ignoring Profits
    • Growing the Pie Does Not Mean Growing the Enterprise
      • Excessive Growth in Core Business
      • Unrelated Expansion into Non-Core Businesses
      • Excessive Pursuit of Social Causes
    • Decision-Making under Pieconomics
      • The Principle of Multiplication
      • The Principle of Comparative Advantage
      • The Principle of Materiality
    • The Principles and Accountability
    • In a Nutshell
  • 4 Does Pieconomics Work?: Data - Not Wishful Thinking - Shows that Companies Can Both Do Good and Do
    • Digging Deeper
    • The Peer Review Process
    • What Does It All Mean?
    • Beyond Colleagues
    • Thinking Long Term
    • Responsible Investing in a Crisis
    • Further Nailing Causality
    • The Importance of Principled Investment
    • The Other Side of the Coin
    • In a Nutshell
• Part II What Grows the Pie? Exploring the Evidence
  • 5 Incentives: Rewarding Long-Term Value Creation While Deterring Short-Term Gaming
    • Sensitivity
    • Simplicity
    • Horizon
    • Pay Ratios
    • When Levels Matter
    • In a Nutshell
  • 6 Stewardship: The Value of Engaged Investors that Both Support and Challenge Management
    • The Long-Term Benefits of Hedge Fund Activism
    • The Value of Engagement
    • What Strengthens Engagement?
    • Beyond Hedge Funds
    • Generalised Engagement
    • Investor Rights
    • Monitoring
    • Patience Isn't Always a Virtue
    • The Value of Monitoring: The Evidence
    • In a Nutshell
  • 7 Repurchases: Investing with Restraint, Releasing Resources to Create Value Elsewhere in Society
    • Buybacks: Correcting Some Misperceptions
      • Buybacks Are a Free Gift to Investors
      • Buybacks Are Needed for Investors to Cash Out
      • Using Net Income for Buybacks Is at the Expense of Wages
      • Buybacks Aren't an Investment
      • Profits Should Go to Stakeholders, Not Investors
    • A Pieconomics View of Buybacks
    • The Evidence
    • The Bigger Picture
    • Buybacks vs Dividends
    • How Buybacks Can Destroy Value - and How to Fix It
    • In a Nutshell
• Part III How to Grow the Pie? Putting It into Practice
  • 8 Enterprises: The Power of Purpose and How to Make It Real
    • Excellence
      • Excellence Is the Best Form of Service
      • Excellence Can Be Pursued by All Companies at All Times
      • Excellence Is Relevant to All Colleagues
    • Purpose
    • Defining Purpose
      • A Purpose Should Be Focused and Selective
    • The Why Should Be Based on Comparative Advantage and the Who on Materiality
    • A Purpose Is Both Deliberate and Emergent
    • Communicating Purpose
    • From Reporting to Communication
    • Say-on-Purpose
    • Embedding Purpose
      • Strategy
      • Operating Model
      • Internal Reporting
      • Culture
      • Board Ownership
    • Stakeholders as Partners
      • The Attitude of Empowerment
      • The Attitude of Investment
      • The Attitude of Reward
    • In a Nutshell
  • 9 Investors: Turning Stewardship from a Policy into a Practice
    • Defining Stewardship
    • Embedding Stewardship
      • Effective Monitoring
        • Specific Third-Party Data Sources
        • General Third-Party Data Sources
        • Meeting Management
        • An Integrated Approach
      • Effective Engagement
    • Communicating Stewardship
    • Asset Owners
      • Selection
      • Appointment
      • Monitoring
    • Proxy Advisors
      • The Evidence
      • Practising Stewardship
    • Equity Analysts
      • The Evidence
      • Practising Stewardship
    • In a Nutshell
  • 10 Citizens: How Individuals Can Act and Shape Business, Rather than Be Acted Upon
    • Members
      • Monitoring
      • Engagement - Investors
      • Engagement - Customers
      • Engagement - Colleagues
    • Policymakers
      • 1. The Pie-Growing Mentality
      • 2. Evidence over Anecdote
      • 3. Tangible Versus Intangible
      • 4. Ex Ante Versus Ex Post
      • 5. System-Wide Thinking
      • 6. One Size Rarely Fits All
      • 1. Information
      • 2. Externalities
      • 3. Redistribution
      • 4. Financial Literacy
      • 5. Competition
      • 6. Removing Distortions
      • 7. Best Practices
    • Influencers
      • 1. The Pie-Growing Mentality
      • 2. Evidence over Anecdote
    • In a Nutshell
• Part IV The Bigger Picture
  • 11 Growing the Pie More Widely: Win-Win Thinking at the National and Personal Levels
    • Battle of the Sexes - the Value of Cooperation
    • International Trade
    • Employment
    • Macroeconomic Policy
    • Interpersonal Dynamics
    • Mindset
    • Embracing Failure
    • Service
    • Shaping Culture
    • Career Choice
    • In a Nutshell
• Conclusion
• Action Items
  • Leaders
    • Define the Purpose of Your Enterprise
    • Communicate the Delivery of Purpose
    • Embed Purpose into Your Enterprise
    • Cultivate a Spirit of Excellence and Innovation
    • View Stakeholders as Partners in the Enterprise
  • Boards
    • Own the Enterprise's Purpose
    • Monitor the Enterprise's Delivery of Purpose
    • Make Leaders Long-Term Owners
    • Engage Routinely with Investors
    • Understand the Business at Ground Level
  • Investors
    • Define Your Purpose and Approach to Stewardship
    • Embed Stewardship into the Investment Process
    • Communicate the Delivery of Stewardship
    • Practice Informed Voting
    • Engage Routinely with Executives and Directors
    • Monitor a Company's Long-Term Value
  • Citizens
    • As Colleagues, View Yourselves as Having Agency, Regardless of Your Position
    • As Customers, Adopt a Citizen Rather than Consumer Mindset
    • Keep Informed Using the Best Available Evidence
    • As Regulators or Voters, Engage in Diagnosis before Treatment
    • Practise the Principles of Pieconomics in Everyday Life
• Appendices
  • Appendix A
  • Appendix B
• Acknowledgements
• EndNotes
  • Preface
  • Introduction
  • Chapter 1
  • Chapter 2
  • Chapter 3
  • Chapter 4
  • Chapter 5
  • Chapter 6
  • Chapter 7
  • Chapter 8
  • Chapter 9
  • Chapter 10
  • Chapter 11
  • Appendix A
  • Appendix B
• Index

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