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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
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
Strategy and innovation
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.
Corporate social responsibility (CSR) at Campbell Soup Company is aligned with the company’s strategic growth initiatives. Campbell Soup Company has adopted a regimented approach toward including corporate social responsibility and sustainability in the core strategic planning for company growth and evolution. The company conducts an annual strategic planning session for all company strategies, which includes corporate plans for CSR and sustainability programs. Campbell’s is the first food company to develop a metric to address obesity and hunger. Social media is breaking down the traditional marketing barriers. It is helpful to think about the programs from a consumer engagement perspective and not a marketing perspective. Dave Stangis joined the Campbell Soup Company team in September 2008 with responsibility for both designing and managing Campbell’s CSR strategy and programs. Dave and his team work in collaboration with internal business units to deliver long-term business value across broad CSR platforms including the Marketplace, Community, Environmental Sustainability, and the Workplace.
Book Chapter
Sustainability by design
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 explores how Target acts as an influencer, impacting public policy issues like drug addiction and safety in the community, while redesigning the retail experience. Target aims to create stores that are sustainable by design and run responsibly. The company will have sixteen Leadership in Energy and Environmental Design certified stores in the United States by fiscal year-end 2013, and is pursuing certification for all 124 stores opening in Canada in 2013. Target makes its employees a top priority. The company invests in career development with training and mentoring programs, talent management, and regular performance reviews. Social value creation is about addressing social dilemmas. Target’s deep roots in the community help the company to be an influencer. Target’s close relationship with the communities in which it is based helped the company to communicate with concerned stakeholders. The communication strategy allowed for an alignment of values between parents, the community, and Target.
Book Chapter
Combining social value with business opportunity
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.
The case of IBM provides a brilliant example of a company creating social value by building social capital, and examines how forging new relationships can lead to growth by leveraging the core competencies of IBM. Among the challenges facing large multinational companies are globalization and how to develop leadership within a global context. In 2008, IBM had only a limited presence in emerging economies beyond the Brazil, Russia, India, and China countries. To build a presence in emerging economies, IBM launched the Corporate Service Corps (CSC) in 2008 and then the Executive Service Corps in 2010. The CSC delivers a 360-degree approach by providing a global service that benefits emerging markets, adds value to the company through employee training, and returns profits to IBM through the formation of profitable contracts. One of IBM’s best decisions was to partner with three organizations: CDC Development Solutions, Australian Business Partners, and Digital Opportunity Trust, all of whom specialize in international volunteer assignments.
Book Chapter
Nation-building
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 presents Roshan’s efforts to promote nation-building by developing new products and services, including mobile banking, while creating opportunities for women. Roshan is working to promote the infrastructure of Afghanistan and creating social value through nation-building. The company has revolutionized the telecommunications and banking sectors while creating opportunities for women in a country where female employment is not the norm. Roshan was building infrastructure in a time of war, with violent conflict occurring regularly. To ensure the safety of its people and infrastructure in 900 sites across the country, Roshan utilized a community engagement approach. The children of employees were offered scholarships through to the completion of high school, with the stipulation that the children performed well at school and their parents were successful at work. This helped with staff retention as competition increased. Roshan has a policy that forbids employees from taking bribes.
Book Chapter
Addressing environmental and social needs
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.
In a time of economic crisis, Ford has addressed strategic opportunities in sustainability and redefined the very purpose of the company. In a move that would have been unthinkable a few years ago, Ford has partnered with a leading competitor to develop more environmentally friendly pick-up trucks. This chapter examines the power of leadership, within a company and by a company, to create social value. Ford Motor Company has been reporting on sustainability for 12 years and has a well-developed corporate social responsibility program that has earned them many accolades. On the social front, Ford is doing a lot of work with its supply base. They have translated their code of conduct into other languages to ensure that suppliers worldwide are meeting Ford standards. Ford is continually looking for ways to bring recycled and renewable content into the cars it manufactures.
Book Chapter
Leadership and social value creation
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 what it takes to provide leadership to create social value and manage complexity, while developing sustainability systems. Being a change agent within a corporation requires special skills and attributes that can foster an environment that creates social value. The Leadership Competencies for Corporate Citizenship report that emerged was based on focus groups conducted with successful leaders in corporate social responsibility to uncover their common skills and personality traits. The early 1990s were a time of great economic and social change in Bangkok, with an emerging middle-class creating a wealth of opportunity for multinational corporations to enter the market. Leaders with the skill can visualize the connections that exist between corporate citizenship and all other areas of the business. Demonstrates interest in social value creation outside of their company, unafraid to take on big projects and make adjustments along the way, proud of progress made.
Book Chapter