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Do good do better (Draft)

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Do good do better (Draft)

  1. 1. Social Innovation Do Good and Do Better By Robin Low
  2. 2. Why Community? • Marginalized communities are not helpless communities. • There is untapped human capacity. • Communities are capable to solve their own problems in the long run. • People in similar communities can benefit from their solutions.
  3. 3. Businesses are part of the Community • Business are part of the community. • Business activities affect the community, it creates jobs, economy, but also contribute to pollution and other problems. • In today’s share economy, local businesses should find ways to collaborate and reduce operational costs while taking on bigger competitors.
  4. 4. Old Way Do Well then Do Good.
  5. 5. New Way Do Good to Do Better!
  6. 6. Do well without increasing cost There are many ways to do well without increasing cost. • Body shop – No Animal Testing • Patagonia – Ethical and Sustainable • …
  7. 7. Reasons to do good • Sophisticated customers expect it. • For differentiation, and not compete on pricing. • Helps branding. • Regulations will catch up • Technology will lower cost • Easier for news to spread.
  8. 8. How to start? (5 steps) 1. Find out CSR tolerance level. 2. Brand CSR profile, honestly and find out how it relates to customers. 3. Develop clear brand position, strategic intent, vision, mission, category, brand values, value proposition and enemy. 4. Brand Differentiation 5. Deliver Brand Promise to staff, management, vendors, then measure impact.
  9. 9. Building Social Communities • Helping marginalized communities is continuous. • Donations to marginalized communities have one life, once used, more donations are needed. • Empowering communities that support themselves will be a sustainable way to bring more options to the community.
  10. 10. Positive Mindset • Believe in yourself and the people you want to engage. Nothing is impossible. • Do not do it out of pity. Do it because your inputs matter. • Reframing questions from “can” to “how can” • Accept it as a share responsibility. • If you never try, you can never succeed.
  11. 11. Everyone can play a part • Most people do not use most of what they know in their jobs. • In many jobs, employees are not allowed to make decisions or innovate. • Most people want to do good, but don’t know how, instead of learning, they take the easy way out – donate. • Everyone has a unique skill or talent that they use.
  12. 12. Take Action • Instead of talking about it and spend a long time planning, you can start immediately. • It’s a shared project. Talk to the community you want to be involved in and work on a shared solution. • You can start small, create a prototype and test assumptions. Adapting to the situation is more important than a good plan.
  13. 13. Change Paradigm • Instead of donation – investment. • Instead of teaching – learning. • Instead of volunteering – partnering. • Instead of problem – opportunity. • Instead of pity – empathy. • Instead of help – Engage, Empower, Enable & Connect.
  14. 14. How to start? • It is always to do things in a group, find others in the community to share your idea. • Examine problems in your community that you feel strongly about. If it does not affect you directly, talk directly to the people which it affects. • Try to meet up with more people which the problem affects and brainstorm solution together.
  15. 15. CSR – Corporate Sustainability and Responsibility We should judge the success of CSR by whether our communities and ecosystems are getting better or worse. Most sustainability and corporate responsibility programs are about being less bad rather than good. They are about selective and compartmentalized "programs" rather than holistic and systemic change.
  16. 16. Types of CSR Economic Age Stage of CSR Modus Operandi Key Enabler Stakeholder Target Greed Defensive Ad hoc interventions Investments Shareholders, government & employees Philanthropy Charitable Charitable programs Projects Communities Marketing Promotional Public relations Media General public Management Strategic Management systems Codes Shareholders & NGOs/CSOs Responsibility Systemic Business models Products Regulators & customers
  17. 17. Age of Greed • Defensive CSR – all corporate sustainability and responsibility practices – are undertaken only if it can be shown that shareholder value will be protected as a result – used to fend off regulation or avoid fines and penalties
  18. 18. Age of Philanthropy • Charitable CSR – Company supports various social and environmental causes through donations and sponsorships, typically administered through a Foundation, Trust or Chairman’s Fund and aimed at empowering community groups or civil society organizations.
  19. 19. Age of Marketing • Promotional CSR – corporate sustainability and responsibility is seen mainly as a public relations opportunity to enhance the brand, image and reputation of the company. – promotional CSR may draw on the practices of Charitable and Strategic CSR and turn them into PR spin, which is often characterised as ‘greenwash’.
  20. 20. Age of Management • Strategic CSR – CSR activities to the company’s core business, often through adherence to CSR codes and implementation of social and environmental management systems – typically involve cycles of CSR policy development, goal and target setting, program implementation, auditing and reporting.
  21. 21. Age of Responsibility • Systemic CSR – focuses its activities on identifying and tackling the root causes of our present unsustainability and irresponsibility – typically through innovating business models, revolutionizing their processes, products and services and lobbying for progressive national and international policies
  22. 22. CSR 1.0 FAIL Failures Nature of the Failing Peripheral CSR CSR has remained largely restricted to the largest companies, and mostly confined to PR, or other departments, rather than being integrated across the business Incremental CSR CSR has adopted the quality management model, which results in incremental improvements that do not match the scale and urgency of the problems Uneconomic CSR CSR does not always make economic sense, as the short-term markets still reward companies that externalise their costs to society
  23. 23. CSR 2.0 • Digital Media pushed for CSR 2.0 Web 2.0 CSR 2.0 Being defined by watchwords like ‘collective intelligence’, ‘collaborative networks’ and ‘user participation’. Being defined by ‘global commons’, ‘innovative partnerships’ and ‘stakeholder involvement’. Tools include social media, knowledge syndication and beta testing. Mechanisms include diverse stakeholder panels, real-time transparent reporting and new-wave social entrepreneurship. Is as much a state of being as a technical advance - it is a new philosophy or way of seeing the world differently. Is recognising a shift in power from centralised to decentralised; a change in scale from few and big to many and small; and a change in application from single and exclusive to multiple and shared.
  24. 24. The convergence of CSR and Digital Communications - CSR 2.0 Social Media can also become more "social" in a certain meaning of the word. Meeting several communications expert, CSR practitioners, and digital communication managers, they all agree that CSR and Social Media are indeed converging.
  25. 25. Buick - Human Traffic Signs (CSR) on road safety
  26. 26. Voice of China • The Voice of China, a popular TV program crowdsourced viewers and used their voices to read popular Chinese novels, so that the blind and the illiterate can listen to the novels. • There are various other cases where big organizations do CSR without "donating" but leveraging on their expertise to create sustainable change.
  27. 27. Using Fear to Create Sales? A swim coach used this message after a boating disaster in China. "Learn to swim to survive." It did get him more sales and created more visibility to the problem of people not able to swim, however, many people strongly agree that the message was not in good taste, and purely for profits. But taking a step back, I do feel that it is a communications issue and if the message was "Learn to swim, to save lives" It could also promote the importance of swimming, and people should learn it to save the lives of others.
  28. 28. CSR Benefits • CSR boosts a company’s brand, manages risk, and just plain saves money. But perhaps most importantly the general public is clamoring for companies to enact good, fair business practices — and most of that public pressure comes through social media.
  29. 29. There are many examples of businesses moved into more sustainable practices by a social media backlash, so is CSR done dues to public feedback or social media? Or does a company need to do CSR because of public feedback?
  30. 30. Feedback through social media is immediate, permanent, and extremely public. When individuals feel strongly about a company’s performance on social or environmental issues, one small voice can quickly become a swarm, difficult for even the most shielded executive to ignore. For this reason, social has become a driving force in many companies’ CSR agendas.
  31. 31. CSR should not be just donations for sustainability. CSR leadership development creates a cool company to work, and improves employee retention. In many forward thinking organizations, CSR is so in line with business that the word social does not even need to be uttered and business practices will consider many social end environmental aspects before implementing.
  32. 32. CSR can also be co-created by NGO and Corporation and this collaborative engagement is key. Much empathy is needed and it can create a Win-Win situation for both parties. However, the corporate skills and NGO needs must match. It should not be done at the convenience of the corporation, but rather, done together as equals.