Corporate Social Impact: An Analysis of the Movement
As public trust of business and markets wanes, there’s an ever important call for everyone to play a critical role in reforming the system “so that it delivers prosperity for the many, rather than the few.” The Beeck Center has been observing the trends in the corporate social impact (CSI) space for the past few years as mainstream rhetoric has shifted from a shareholder to stakeholder-centric view of capitalism, most importantly seen in the recent United States Business Roundtable announcement.
The question remains, where does the CSI movement stand and where do we go from here? As a “grasstop” player, the Center links grassroot and institutional efforts poised for action, and puts our energy toward the messy infrastructure work that can accelerate and sustain positive social impact movements like corporate social impact. It’s what we’d call “Impact at Scale.”
CSI Defined: The increasing recognition that corporations need to rethink their role in society and embed social purpose into their business model in order to manage risk, maintain market share, and secure competitive advantage. For those more bullish, you could be more specific that purpose will drive higher profit.
We set out to explore the topic – who is doing what – and to identify gaps in the CSI landscape that require concentrated action to accelerate impact at scale. My colleagues Sheila Herrling and Audrey Voorhees conducted this analysis to consider potential roles for the Center, but believe it serves as a “global public good” for all interested parties to help move this movement forward.
Analysis highlights include:
- The CSI movement arguably began over 12 years ago… with at least 11 key flashpoint events that have been foundational in building momentum, but there is still more work to do to tip the movement.
- 22 actors stand at the forefront of accelerating this movement and their efforts are worth looking out for.
- There are 4 major gaps standing in the way of mainstreaming this movement that require attention.
We have 7 gap-closing ideas. Dive deeper here.
Our hope is that this will ground people’s understanding no matter where you may sit in the space – a corporation finding its position relative to others, a policymaker navigating the shifting system, or an academic seeking to teach business through a more current lens – and empower coordination.
With all of the Beeck Center’s work, we pair learners and expert practitioners. Watch MBA candidate and Student Analyst Audrey Voorhees’ capstone presentation as she shares her own journey and some of the research highlights.
Engage with us.
This is our first pass at creating a comprehensive landscape analysis of the corporate social impact movement. As a community of practitioners driving impact at scale, we want this analysis to provide value along the learning continuum, from initiate to expert. How does this analysis resonate with you? And the market? We’d love your feedback.
The potential for corporates to drive social impact is scale is enormous. If partnerships can be leveraged, strategic alliances formed and critical gaps in the movement filled, this movement just might tip!
Sheila Herrling is a Fellow at the Beeck Center, where she pursues initiatives in impact investing and measurement, inclusive entrepreneurship and social innovation at scale.
Audrey Voorhees is a Student Analyst at the Beeck Center. She is currently pursuing an MBA at the Georgetown University McDonough School of Business.
Nate Wong serves as the Interim Executive Director at the Beeck Center, where he leads the Center’s pursuits and thinking on social impact at scale across its major portfolios. He previously helped launch social impact units at Boston Consulting Group and Deloitte Consulting LLP.
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