"We measured our success not just by how much money we made, but by how much we contributed to the community. It was a two-part bottom line"
About this Quote
Jerry Greenfield’s line is corporate America’s favorite mic-drop when it wants to sound like a neighbor, not a machine. The phrasing is cleanly incremental: “not just” grants profit its rightful seat at the table, then pivots to a second metric that carries moral gravity without sounding like charity. Calling it a “two-part bottom line” is the real move. It raids the language of accountants - bottom line, measurement, success - and repurposes it to smuggle values into a space that usually treats values as branding garnish. This isn’t anti-capitalist; it’s capitalism trying to launder its legitimacy through civic virtue.
The intent reads as both manifesto and preemptive defense. Ben & Jerry’s rose during the late-20th-century wave of “social enterprise” rhetoric, when consumers began rewarding companies that performed conscience as well as competence. Greenfield’s subtext: we’re not naive idealists; we’ve operationalized goodness. Contribution isn’t framed as a personal virtue but as a KPI, something you can track, report, and market. That makes it portable, scalable, and, crucially, discussable in boardrooms.
The context also carries a quiet tension: once you quantify “community,” you invite scrutiny. Who defines contribution? Who benefits? The elegance of “two-part” suggests balance, but it also admits tradeoffs. Greenfield’s genius is turning a potential contradiction - profit versus purpose - into a single sentence that makes the contradiction feel like a strategy.
The intent reads as both manifesto and preemptive defense. Ben & Jerry’s rose during the late-20th-century wave of “social enterprise” rhetoric, when consumers began rewarding companies that performed conscience as well as competence. Greenfield’s subtext: we’re not naive idealists; we’ve operationalized goodness. Contribution isn’t framed as a personal virtue but as a KPI, something you can track, report, and market. That makes it portable, scalable, and, crucially, discussable in boardrooms.
The context also carries a quiet tension: once you quantify “community,” you invite scrutiny. Who defines contribution? Who benefits? The elegance of “two-part” suggests balance, but it also admits tradeoffs. Greenfield’s genius is turning a potential contradiction - profit versus purpose - into a single sentence that makes the contradiction feel like a strategy.
Quote Details
| Topic | Business |
|---|---|
| Source | Help us find the source |
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