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Surviving And Thriving In The Human Economy - Forbes Fifteen years ago, when 40 companies formed the Global Compact at the United Nations, they laid out the principles for a more inclusive and sustainable world. UN Secretary General Kofi Annan called for a “global compact of shared values and principles, which will give a human face to the global market.” Today, as I address the assembled members of the UN Global Compact, I urge business leaders to consider how that “human face” of the global market is needed more urgently today than ever. The 21st century has been a marked period of personalization and humanization. Our ever expanding technology has made it possible to reach out and touch more people than ever before. It also requires us to stop and think about how we affect all of those we come into contact with. Today, a fruit vendor and a few friends with camera phones can spark a revolution that topples dictatorships throughout an entire region. How can we shape a new face of leadership for a more Human Economy?

Intrapreneurship - Career Development Tools From MindTools.com Learning to Think Like an Entrepreneur Fulfill your potential by releasing your intrapreneurial talents. © iStockphoto/variusstudios Do you make a unique difference to your business? We're not just talking about being a constructive member of the team; a vital cog in the machinery of your organization. In his 2012 keynote address at the University of the Arts, London, award-winning author Neil Gaiman advised his audience to "do the stuff that only you can do... This article explores how unleashing your intrapreneurial skills can make a real difference at work, and open your leadership team's eyes to the value that you – and you alone – can bring to your company. What is an Intrapreneur? Imagine office stationery without Post-it® notes, or the rise in popularity of computer game consoles without the Sony PlayStation®. All of these iconic products (and more) were the result of intrapreneurs – people who think and act like entrepreneurs while working for a larger organization. 1. Tip: 2. 3. 4.

Creating shared value Creating shared value (CSV) is a business concept first introduced in Harvard Business Review article Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility.[1] The concept was further expanded in the January 2011 follow-up piece entitled "Creating Shared Value: Redefining Capitalism and the Role of the Corporation in Society".[2] Written by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School, and Mark R. Kramer, Kennedy School at Harvard University and co-founder of FSG,[3] the article provides insights and relevant examples of companies that have developed deep links between their business strategies and corporate social responsibility (CSR). The central premise behind creating shared value is that the competitiveness of a company and the health of the communities around it are mutually dependent. Mechanism[edit] Academic Literature[edit]

The Impact of Values and Culture on CSR Most of what I’ve written for Forbes over the last year has focused on a global view of the social purpose of business. Recently, however, I started wondering about the ways in which CSR varies based on the country where a corporation is located. In what ways do the elements of CSR change based on where it’s practiced? Is there a unique approach to corporate social responsibility that differs from one country to the next? In what ways does the social purpose of a business reflect the values and culture of the country (or countries) where it operates? I recognize that these are big questions and I thought it would be appropriate to begin exploring this where I live in Canada. “Canadian culture has long been influenced by our relationship to the environment and energy has long played a significant role in the Canadian story of that relationship,” said Tom Heintzman, President of Bullfrog Power a company that is founded on a belief that consumers have a unique ability to change the world.

Business Model Generation La valeur partagée, un nouveau concept de Michael Porter Michael Porter, professeur de management à Harvard, voudrait que les entreprises prennent en main le management de leur responsabilité sociale, avec un nouveau concept : la shared value (valeur partagée). La RSE, une contrainte pour les entreprises Pour les libéraux purs et durs, la responsabilité sociale de l'entreprise (RSE) reste une obligation imposée par l'extérieur : la société civile, les médias, les dirigeants politiques. Porter constate que le capitalisme est en crise, et que les entreprises sont perçues par beaucoup comme des entités égoïstes prospérant aux dépens de leur environnement naturel et humain. Intégrer la responsabilité sociale de l'entreprise à sa stratégie Le gourou de Harvard ne renie pas ses convictions. Pour Michael Porter, cette nouvelle stratégie n'a pas pour but unique, comme la RSE, de protéger l'environnement des agissements des entreprises. Le cluster, carrefour des coopérations En savoir plus Marc Mousli Notes Commentaires Commenter cet article

Value Creation is Inherent in Social Business There have been many attempts in the drive to describe the value of social and collaborative environments. Most often I find a discussion of this becomes embroiled in an argument over how to calculate (often down to a mathematical level) a return on investment on the software. The reality is that the software can be used in so many ways that its real value only becomes apparent when you look at specific scenarios of where it is being applied in a particular business process within a line of business, particular to an organization. Enterprise 2.0 Summit 2012 (Source: Kongress Media) At Enterprise 2.0 Summit last week, I described this need to focus on delivering social business specifically to lines of business and creating value for their specific business needs, goals and operations. First, I think we need to look at how the inherent properties, which emerge from working as a social business, can create value for an organization.

Extracting with Purpose | Shared Value Initiative Oil and gas and mining companies operate in some of the most underdeveloped regions on earth. Many of the countries and communities in which they operate face significant challenges in health, education, economic development, and basic infrastructure. Meanwhile, the extractives sectors present an opportunity for social change on a massive scale: Five of the world’s twenty biggest companies operate in these sectors. While the social imperative is clear, so is the business imperative to improve interactions with host communities: companies lose billions each year to community strife. In the new FSG research report Extracting with Purpose, we’ve found that there is a clear business imperative to improve societal outcomes. While the sectors’ downstream products and services create tremendous benefits for society, this report focuses on the upstream—the activities related to extraction—area of the business. How ready is your company to move beyond business as usual?

La "shared value" aux sources d'une révolution entrepreneuriale Voilà qu'une analyse de Michael E. Porter et Mark R. Kramer – le premier s'étant notamment illustré avec ses travaux sur la façon dont une entreprise peut, en maîtrisant son environnement concurrentiel, obtenir un avantage compétitif ou encore sur la notion de pôle de compétence géographique ou cluster – vient de jeter un "pavé dans la mare" en revisitant quasiment le mythe fondateur de l'entreprise. Partant du constat que les objectifs de performance voire de surperformance ont mené aux excès que l'on sait, ils mettent en avant un nouveau concept, a "big idea", la "shared value" en la définissant non pas comme la responsabilité sociale, la philanthropie ou encore le développement durable ("sustainability") mais comme une nouvelle façon de parvenir à la réussite économique. Se trouve ainsi peu à peu préfiguré ce que pourrait être un nouveau modèle d'entreprise bien qu'on soit encore loin de la révolution entrepreneuriale que certains appellent de leurs vœux.

Entrepreneurs, the Environment, and Social Value (?) - Forbes Off and on for some time we’ve been writing about the intersection of entrepreneurship and creating social value along with economic value. There is a school of thought that creating economic value itself is a social value, which we think is true: adding something to the human environment in such a way that there is a net gain fits the definition of making social value—jobs are created, families are raised, the economic health of communities is maintained and improved. By contrast, consuming something from the human environment in such a way that there is a net loss is a good way of destroying social value, as we’ve seen with the Groupon mess. But while neat frameworks and taxonomies make for good copy and research projects, the real world is more diverse and confusing. Kate, you’ve started and run a nonprofit focused on the environment. My professional background started out in banking at JP Morgan in the ‘80s, followed by business school and marketing stints at Kraft and Baxter.

Collective Impact Forum | Resources How Public Policy Can Support Collective Impact, a new learning brief co-authored by FSG and the Forum for Youth Investment and published with the Collective Impact Forum, provides examples and recommendations of public policies that use funding streams, regulations, reporting and auditing practices, and interdepartmental collaboration to enable communities to apply the collective impact approach to tackling complex social problems. Drawing on interviews with policymakers, extensive secondary research, and their own experiences in the policy sphere, the authors identified public policies that support the five conditions of collective impact and ways that government structures, processes, practices, and mindsets can enable and sustain those ”collective impact friendly” policies. The authors hope this learning brief serves as a platform for gathering and highlighting examples of such public policies at all levels of government across the nation.

Using Story to Solve Social Problems How narrative intelligence can help everyone design solutions and generate useful data. Last week I was in a meeting with a dozen leaders of social agencies and enterprises, exploring options for a joint event in the coming year. Though the group was keen, we didn’t have a facilitator, and the conversation wandered. The query drew several smiles—and brought the discussion into sharp focus. This idea of applying a story framework to strategic planning is a new-school take on old-school ways. An emerging concept, narrative intelligence is ill defined and unfamiliar to many. The basic idea is that we are exposed to information in story format from the time we are born. When we come across a problem, we subconsciously start to analyze it and ask ourselves, “Have I run into a problem like this before?” The process of story design, as practiced by established writers, is quite similar to strategic design and other “design thinking” processes.

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