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Creating Social Value
Creating Social Value focuses on the motivations and preoccupations of entrepreneurial leaders as they look to activate change within their companies, in their sectors, value chains and even through co-creating partnerships with their competitors. The entrepreneurial leaders profiled in this book are trail-blazers in this new business landscape using both strategy and innovation to generate profits and social value simultaneously.
eBook
Creating social value : a guide for leaders and change makers
Social value creation is a journey and each company charts its own path through uncertain and complex terrain. The entrepreneurial leaders profiled in this book are trail-blazers in this new business landscape using both strategy and innovation to generate profits and social value simultaneously. Creating Social Value focuses on the motivations and preoccupations of entrepreneurial leaders as they look to activate change within their companies, in their sectors, value chains and even through co-creating partnerships with their competitors. Such change requires fundamentally new styles of leadership and business design where companies seek to be generative rather than extractive. This book is also the story of the emergence of new language. As the authors worked with social entre- and intrapreneurs, they began to hear the building blocks of a new lexicon with the power to inspire and positively influence the culture of an organization. Many of the leaders included in this book have driven change by harnessing the power of language to transform the direction their company is taking. For example, Campbell's have created destination goals to describe the long-term vision of the company to nourish its customers, employees and neighbors. Roshan has worked on nation building, creating physical infrastructure in Afghanistan, a country decimated by war. UPS has worked to understand its impact on the planet, and Ford is working with Toyota to co-create technologies to combat climate change. This book sets out a manifesto for Social Value Creation, defining it as a strategy that combines a unique set of corporate assets (including innovation capacities, marketing skills, managerial acumen, employee engagement, scale) in collaboration with the assets of other sectors and firms to co-create breakthrough solutions to complex economic, social and environmental issues that impact the sustainability of both business and society.
Book
Creating Social Value
A manifesto for Social Value Creation, a strategy combining corporate assets (innovation capacities, marketing skills, managerial acumen, employee engagement, scale) with those of other sectors and firms to co-create breakthrough solutions to complex economic, social and environmental issues
Book
Concluding thoughts
When I thought about designing an intellectual and emotional journey for our students around the notion of Creating Social Value, I had the traditional MBA student in mind for a very simple reason. For over 15 years, I had the privilege of working with business leaders from around the world on creating strategies, management practices, and operations that aligned Corporate Social Responsibility to core business strategy. As a director at the Boston College Center for Corporate Citizenship, I regularly thought that someday business leaders would know that, from day one, they would be able to design a new set of values into their products and services. Social value.
Book Chapter
An introduction to creating social value
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book help to understand the reader to accompany the entrepreneurial leaders on their journey. It shows them taking action amid uncertainty; activating change within their companies, their sectors, and their value chains; and even co-creating partnerships with their competitors. By using seemingly common terms and phrases, the leaders were able to re-orient the mindset of individual influencers and their organization and, as a result, change the social and environmental outcomes and direction of the company. Leaders like Dave Stangis from Campbell Soup Company use language to activate social innovation both internally and externally. Dave Stangis of Campbell Soup Company has created destination goals to describe the long-term vision of the company to nourish its customers, employees, and neighbors. Companies can create social value through several mechanisms, including social innovation, social entrepreneurship, policies, products, services, collaboration, and core competencies.
Book Chapter
Social innovation in hiring and PathMaking
This chapter is based on classroom discussions and interviews from 2011 and 2012, and does not represent a totality of the activities in which the company is engaged. The diagram at the beginning of the chapter is meant to orient the reader as to the contents of the chapter rather than the breadth of issues covered by the company.
This chapter examines how a company can foster an environment which supports employees by providing access to affordable housing, daycare, and healthcare. Greyston Bakery is New York State’s first Benefit Corporation and has been a pioneer in creating social value for over three decades. Few social enterprises have been around as long as Greyston Bakery; which has a rich 30-year history as a successful and innovative social enterprise. Greyston Bakery’s open-hiring policy is an excellent example of social innovation. They employ many people who have never had a job before, including immigrants, the disabled, people who have been incarcerated, or those leaving drug rehabilitation programs. The success of the open-hiring policy used by Greyston Bakery is based on the company’s efforts to create systemic and enduring change. In 2013, Greyston opened a PathMaking Center inside the bakery. Greyston Bakery provides an excellent base from which to understand social innovation and social enterprise.
Book Chapter