
In "Grow the Pie," finance professor Alex Edmans challenges conventional business thinking, proving companies can deliver both purpose and profit. Endorsed as "the most significant book on business purpose yet written," it's sparked debates from Wall Street to the BBC about what truly drives long-term value.
Alex Edmans, award-winning author of Grow the Pie: How Great Companies Deliver Both Purpose and Profit, is a London Business School finance professor and leading voice on sustainable business practices. With a PhD from MIT and prior experience as a Morgan Stanley investment banker, Edmans bridges academic rigor and real-world financial expertise to argue that ethical corporate strategies drive long-term profitability.
His work on stakeholder capitalism and behavioral finance has been featured at the World Economic Forum, the UK Parliament, and TED Talks with over 2.8 million combined views.
Edmans co-authors the seminal textbook Principles of Corporate Finance and recently published May Contain Lies, which tackles misinformation in decision-making. A Fulbright Scholar and Fellow of the British Academy, he advises organizations like Novo Nordisk’s Sustainability Advisory Council and the World Economic Forum’s Global Future Council on Responsible Investing. Grow the Pie was named a Financial Times Book of the Year and has been translated into nine languages, cementing its status as a blueprint for modern purpose-driven leadership.
Grow the Pie challenges traditional profit-first business models by arguing companies can maximize long-term success by creating societal value alongside financial returns. Alex Edmans introduces "pieconomics," advocating for innovation, purpose-driven strategies, and avoiding "omission errors" (missed opportunities from excessive risk aversion). Backed by data and case studies like Merck’s drug development, the book redefines corporate success as expanding value for all stakeholders.
Business leaders, investors, and policymakers seeking to align profit with social impact will find actionable insights. The book also appeals to professionals in corporate social responsibility (CSR) and sustainability, offering frameworks like materiality judgments and comparative advantage to guide ethical decision-making. Students of business ethics or strategic management gain evidence-backed perspectives on stakeholder capitalism.
Yes—Edmans combines academic rigor with accessible storytelling, using real-world examples (e.g., Vodafone’s M-Pesa mobile banking initiative) to show how purpose-driven companies outperform peers. The book’s emphasis on data over ideology and practical tools for balancing profit/social value makes it a standout in business strategy literature.
This mindset prioritizes creating shared value for society rather than merely redistributing existing profits. Companies like Merck exemplify it by investing in long-term innovations (e.g., HIV drug development), while “pie-splitters” like Turing Pharmaceuticals focus on short-term gains. Edmans argues pie-growing often maximizes profit indirectly by building trust and customer loyalty.
Edmans advocates tying executive compensation to long-term value creation (e.g., environmental milestones) rather than short-term stock prices. This aligns leaders’ incentives with sustainable growth and deters harmful practices like cost-cutting at the expense of employee welfare.
Some argue the pie-growing approach underestimates trade-offs in resource allocation or relies overly on idealistic corporate behavior. Edmans counters by emphasizing data showing responsible companies often achieve superior returns, though he acknowledges challenges in measuring societal impact.
Investors are urged to practice stewardship—engaging with companies to improve strategy rather than divesting. Edmans highlights the “multiplier effect”: responsible investments can amplify positive social outcomes while securing financial returns.
Unlike theoretical frameworks, Edmans emphasizes empirical evidence and actionable strategies. While books like ESG Investing focus narrowly on metrics, Grow the Pie offers a holistic view of purpose-driven leadership, innovation, and stakeholder trust.
As consumers and regulators demand greater corporate accountability, Edmans’ research provides a roadmap for businesses navigating ESG reporting, climate action, and ethical AI. The book’s principles align with global trends like the UN Sustainable Development Goals (SDGs).
Employees can advocate for purpose-driven projects, while consumers support ethical brands. Citizens should push for policies rewarding long-term value creation, such as tax incentives for R&D investments.
通过作者的声音感受这本书
将知识转化为引人入胜、富含实例的见解
快速捕捉核心观点,高效学习
以有趣互动的方式享受这本书
What matters far more is pay structure.
Stakeholder capital represents hidden treasure.
What if companies could grow the total value created?
The pie isn't fixed.
将《Grow the Pie》的核心观点拆解为易于理解的要点,了解创新团队如何创造、协作和成长。
将《Grow the Pie》提炼为快速记忆要点,突出坦诚、团队合作和创造力的关键原则。

通过生动的故事体验《Grow the Pie》,将创新经验转化为令人难忘且可应用的精彩时刻。
随心提问,选择声音,共同创造真正与你产生共鸣的见解。

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Imagine a world where businesses don't have to choose between profits and social good. Where creating value for employees, customers, communities, and the environment actually leads to superior returns for investors. This isn't just wishful thinking - it's the evidence-based reality that finance professor Alex Edmans reveals in "Grow the Pie." The fundamental problem with how we view business today stems from a "pie-splitting" mentality - the assumption that the economic pie is fixed, so any gain for stakeholders must come at shareholders' expense. But what if the pie isn't fixed? What if companies could grow the total value created, allowing both shareholders and stakeholders to benefit? Consider Merck's development of Mectizan, a drug that cures river blindness. When CEO Roy Vagelos discovered it could help millions but wouldn't be profitable, he distributed it for free. Traditional thinking would consider this a shareholder loss. Yet by 2019, Merck's stock had outperformed peers by 54%, partly because this decision attracted talented scientists passionate about solving important problems, enhanced the company's reputation with regulators, and built trust with communities. This isn't charity - it's excellence in action.