In the past two decades, the notion of corporate social responsibility – or CSR – has become widely known in our society. Lots of definitions, approaches and expectations are connected to it. CSR tends to be widely defined by a common denominator – by distribution of already created values. In other words, by sharing values that the businesses evaluated as “additional” and available for contributing to “public good”.
Links of such approaches to company business interests tend to be weak and to change often. This results in an unstable environment as to the scope and time frame of availability of “CSR related” resources. This in turn often leads to uncertainty, especially for potential beneficiaries of such assistance, but it also concerns corporate strategy.
What is Shared Value?
Shared value emerges when companies admit that huge opportunities for innovative solutions of social problems can coincide with their business goals. Companies actively seek opportunities to react – within their business strategies – to unmet societal needs in a way that can benefit both the society and the long term competitiveness of a company.
What characterizes traditional CSR?
Motivation: company reputation
Focus: corporate citizenship, philanthropy, sustainability
CSR stems from internal decisions about what to support, or reacts to external pressure
It is separated from maximizing profit
Agenda is set by external stakeholders, eventually also by personal preferences
Results are limited by CSR projects budget
Benefits for the company: reputation, risk reduction
Social benefit: a useful project
What characterizes Shared Value?
Motivation: competitive advantage
Focus: joint creation of values for both the company and the society
Shared Value is integrated into the overall company competitiveness
It is integrated into maximizing profit
Agenda is connected to the company and is based on internal needs and company strategies
Results can rely on business operational resources
Benefits for the company: new business opportunities
Social benefit: large scale sustainable changes
Questions we should be asking ourselves:
Which social issues are relevant for the business our company is engaged in ?
Will influencing these issues bring tangible impact on the society and on our company business ?
Does our company understand the causes of specific social issues ? Can we offer a relevant solution ?
We wrote about Shared Value
Firmy by neměly nic vracet, měly by spíš vytvářet
Tento přístup k odpovědnosti vede ke vzniku dílčích aktivit a projektů, v jejichž rámci se firmy snaží pomáhat světu kolem sebe, ale často v oblastech, které nesouvisí s jejich podnikáním. O dopadech těchto aktivit už před časem pochyboval přední odborník na podnikatelské strategie Michael E. Porter.
CSR je investice, ne mecenášství
S jakou jistotou lze říci, zda jsou tato tvrzení plná etických imperativů skutečně relevantní? Z jakého důvodu by firmy měly zohledňovat potřeby společnosti? Proč by se vlastně nemohly bez CSR obejít? A jak moc ovlivňuje CSR finanční výsledky společnosti? A nabízí se ještě podstatnější otázka.
Other sources about Shared Value:
We help to identify, implement and communicate innovations that are beneficial both for the society and for the businesses themselves.