Conclusion: Towards Integrated Business Leadership

This chapter provides concluding recommendations regarding what rigorous implementation of stakeholder capitalism through full ESG&D integration implies for the craft of business leadership. It argues that an integrated approach to corporate governance, strategy and reporting that aims to capture the greatest possible synergy between shareholder and other stakeholder interests as well as short- and long-term performance requires integrated thinking and decision-making on the part of boards and executive teamsr. The chapter examines key elements of integrated thinking and decision-making at the organizational level, the systems level and the personal level, and it highlights the need for individual business leaders to constantly balance qualitative judgements with quantitative calculations as well as values with value creation. It offers corresponding recommendations for business education and talent development, such as providing students and executives with greater experiential exposure to ESG&D issues and dilemmas, enhancing their understanding of different stakeholders and their interests and helping them to build institutional and personal accountability mechanisms and trust. The chapter concludes with a summary of the specific leadership actions that are covered in Chaps. 4 , 5 , 6 and 7 , which together provide a roadmap for strengthening corporate governance and oversight, corporate strategy and implementation, corporate reporting and accountability, and corporate partnerships and systemic change, all with the ultimate goals of creating sustainable enterprise value at the firm level and more inclusive, just and sustainable growth in society.