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Carol Sanford

Carol Sanford has four decades of experience working side by side with Fortune 500 and new economy executives, in designing and leading systemic business change and design. Through her university and in-house educational offerings, global speaking platforms, award-winning books and human development work, Carol works with executive leaders who see the possibility to change the nature of work through developing people and work systems that ignite motivation everywhere.

Carol has worked with leaders from Google, DuPont, Intel, P&G and Seventh Generation, educating them to develop their people and ensure a continuous stream of innovation that continually deliver extraordinary results.

She is a founder and leader of The Regenerative Business Development Community, with lifetime members of almost 500 members, meeting in locations around the world and now online with leaders from multiple companies learning together in bi-quarterly events as well as an Annual Regenerative Business Summit, Carol is also a founder and leader of The Regenerative Change Agent Development community, with member and events in three regions-Americas, EMEA, Deep Pacific with over 50 events a year in person and online with regenerative change agents learning about and creating change together.

Carol’s work is deeply rooted in the belief that people can grow and develop beyond what their leaders or anyone sees possible: to be increasingly entrepreneurial, innovative, and responsible in their business and personal actions. She approaches her work as an ecosystem with stakeholders to the business in order to create the market place positioning, the organizational conditions and human capability for people to innovate and contribute. Through a Socratic and contrarian approach, backed by research and extensive case stories and testimonials, Carol challenges and educates leaders to reimagine everything they currently know about strategic thinking, leadership, management, and work design. In the end, she guides people to find their individual and organizational “promise beyond able-ness,” embedding enormous possibilities into an organization.

Carol is the author of The Regenerative Business: Redesign Work, Cultivate Human Potential, Achieve Extraordinary Outcomes; The Responsible Entrepreneur: Four Game-Changing Archetypes for Founders, Leaders, and Impact Investors; The Responsible Business: Reimagining Sustainability and Success; and No More Feedback: Cultivate Consciousness at Work. Her books have won over 15 awards so far and are required reading at leading business and management schools including Harvard, Stanford, Haas Berkeley and MIT. Carol also partners with producing Executive Education through Babson College, Kaospilot in Denmark and University of Washington, Bothell, WA, and The Lewis Institute at Babson.

Among her many recognitions, Carol was recently named Executive in Residence and Senior Fellow in Social Innovation at Babson College, was honored as Top Conscious Business Leader by Conscious Company magazine for Global Impact. She was recognized as a Thought Leader Lifetime Achievement Award from Trust Across America-Trust Around the World, and has received the Athena Award for Excellence in Business, Mentorship and Community Service. Carol is often called a visionary offering revolutionary new ideas. But most importantly, she offers a pathway to extraordinary results for businesses, and their stakeholders.

Carol Sanford is tagged in 7 stories.
Regenerative Business, Part 6: Leveraging Nodes in Living Systems
Regenerative Business, Part 6: Leveraging Nodes in Living Systems

Leadership / This is the sixth blog in a series on the seven First Principles of regeneration, drawing from living systems sciences, from renowned author and regenerative business expert Carol Sanford. - 2 months ago

Regenerative Business, Part 5: The Nestedness of Living Systems
Regenerative Business, Part 5: The Nestedness of Living Systems

Organizational Change / This is the fifth blog in a series on the seven First Principles of regeneration, drawing from living systems sciences. Read parts one, two, three and four. - 3 months ago

Regenerative Business, Part 4: Singularity and Why It Matters
Regenerative Business, Part 4: Singularity and Why It Matters

Leadership / This is the fourth blog in a series on the seven First Principles of regeneration, drawing from living systems sciences. - 3 months ago

Regenerative Business, Part 3: Addressing Potential, Rather Than Existing, Problems
Regenerative Business, Part 3: Addressing Potential, Rather Than Existing, Problems

Leadership / This is the third blog in a series on the seven First Principles of regeneration by renowned author and regenerative business expert, Carol Sanford, drawing from living systems sciences. - 3 months ago

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Regenerative Business, Part 2: Addressing the Whole, Not Just the Parts
Regenerative Business, Part 2: Addressing the Whole, Not Just the Parts

Organizational Change / When one sets out to work "Regeneratively," it is with the intention of finding the full potential of some effort, one that will proceed through seven phases of thinking and acting. This is a look at Phase One, in which you begin with learning to discern a living, structured whole. - 3 months ago

Regenerative Business, Part 1: The History and Practice of 'Regeneration'
Regenerative Business, Part 1: The History and Practice of 'Regeneration'

Leadership / Forty years ago, I meet a cadre of business designers and developers who called what they did Regenerative Business Design. They had led a revolution with extraordinary success in Procter & Gamble, which gave the business world a state of the art approach in producing Return on Investment with people and assets. They delivered earnings for the consumer products giant that were the envy of all industries, in an industry whose margins were collapsed to below 5 percent. - 4 months ago

Regeneration Regenerated: Moving From 'Doing Good' to Significant Change
Regeneration Regenerated: Moving From 'Doing Good' to Significant Change

Leadership / The sustainability movement, in the last few years, has figured out that “doing less harm” is insufficient. It is based on fixed ideas to which we implicitly agree to adhere. We become attached to their ‘rightness’ and do as much as possible to adhere to them and correct anything off course – e.g. fair trade may not make a village work better, it is just less bad. I call this approach “arresting disorder,” which translates to paying a lot of attention to slowing down destructive actions. - 5 years ago

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