Despite the widely accepted ideal of "shared value," research led by Harvard Business School's Kasturi Rangan suggests that this is not the norm--and that's OK. Most companies practice a multifaceted version of CSR that spans theaters ranging from pure philanthropy to environmental sustainability to the explicitly strategic. To maximize their impact, companies must ensure that initiatives in the various theaters form a unified platform. Four steps can help them do so: (1) Pruning and aligning programs within theaters. Companies must examine their existing programs in each theater, reducing or eliminating those that do not address an important social or environmental problem in keeping with the firm's business purpose and values. (2) Developing metrics to gauge performance. Just as the goals of programs vary from theater to theater, so do the definitions of success. (3) Coordinating programs across theaters. This does not mean that all initiatives necessarily address the same problem; it means that they are mutually reinforcing and form a cogent whole. (4) Developing an interdisciplinary CSR strategy. The range of purposes underlying initiatives in different theaters and the variation in how those initiatives are managed pose major barriers for many firms. Strategy development can be top down or bottom up, but ongoing communication is key. These practices have helped companies including PNC bank, IKEA, and Ambuja Cements bring discipline and coherence to their CSR portfolios.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-R1501B

発行日：2015/1/1

登録日：2015/1/14