2017 SLI Strategy Session Social Change Across Sectors: How to Take Your Bonner Experience Beyond the Nonprofit World

1. Social Change Across Sectors:
How to Take Your Bonner Experience
Beyond the Nonprofit World
May 25, 2017

2. Social Change Across Sectors
GOVERNMENT CORPORATE
NONPROFIT
SOCIAL
ECONOMY

3. GOVERNMENT NONPROFIT CORPORATE
MOTIVE Civil society Purpose Profit
INPUTS Taxes Donations Purchases
OUTPUTS
Large-scale policies
and programs
Local and/or issue-
specific solutions
Products and services
CONTRIBUTIONS Influential, pervasive
In touch with needs
and local conditions
Fast to respond,
innovative
RISKS Slow-moving, cautious
Duplication,
unsustainable funding
Market sensitive
STAKEHOLDERS Voters
Board, community,
donors, public
Shareholders
Sectors for Social Change

4. Individuals Organizations Networks Policies Ideas
Beliefs
Behaviors
Knowledge
Business Model
Products
Services
Policies
Diversity
Authority
Credibility
Scope
Scale
Efficacy
Efficiency
Contributions
Applications
Assumptions
Risks
Dimensions of Social Change

5. Social Change Matrix
GOVERNMENT NONPROFIT CORPORATE
Individuals
Organizations
Networks
Policies
Ideas

6. What are our biggest opportunities for social change?
Which of these dimensions do we need to scale?
What are our biggest challenges for social change?
Which of these dimensions are hardest to achieve?
Report Back

7. The State of Corporate Social Responsibility

8. Terminology
• Corporate Governance / Ethics — the rules, practices, and processes that balance
the interests of a company’s many stakeholders
• Philanthropy — the promotion of the welfare of others through donation
• Responsibility — the assessment and promotion of a company’s effects on society, the
economy, and the environment
• Sustainability — the consideration of social, environmental, and economic levers for
long-term business viability and stakeholder value
• Shared Value — the merger of business opportunities, social needs, and corporate
assets
• Triple Bottom Line (ESG) — a multidimensional accounting approach to measure the
environmental, social, and governance (economic) impacts of a company
• Integrated Reporting — a new annual reporting approach that accounts for the triple
bottom line
• Circular Economy — a regenerative system in which resource input, waste, emissions,
and energy leakage are minimized by slowing, closing, and narrowing material and
energy loops (long-lasting design, repair, reuse, refurbish, recycle).

9. The Nonprofit - For Profit Spectrum
Traditional
Nonprofits
Nonprofits with
Earned Income
Hybrid
For-Profits with
Social Mission
Traditional
For-Profit
Operates
primarily through
donations
Nonprofit that
offers a paid
product or service
to sustain its
operations
For-profit
organization with
a 501c3 arm
Nonprofit
organization with
a for-profit arm
For-profit whose
paid product or
service directly
serves
environmental or
social causes
For-profit focused
on providing paid
products and
services,
generates income
through purchases

10. The 5 Stages of CSR
Outlook What They Do Why They Do It
5. CIVIL
Inspirational
“We need to make sure
everybody does it.”
Promote broad industry
participation in corporate
responsibility
To overcome first-mover
advantage and enhance
economic value through
collective action
4. COMPETITIVE
Strategic
“It gives us a competitive
edge.”
Integrate societal
considerations into core
business strategies
To enhance economic value in
the longer-term and gain
strategic edge by being
aligned with social issues
3. COOPERATIVE
Managerial
“It’s the cost of doing
business.”
Embed societal considerations
in their core management
processes
To achieve longer-term gains
by integrating responsible
business practices into
everyday operations
2. COMPLIANT
Obedient
“We’ll do just as much as we
have to.”
Adopt a policy-based
compliance approach as a cost
of doing business
To mitigate erosion of
economic value in the medium
term
1. CRITICAL
Defensive
“It’s not our job to fix that.”
Deny practices, outcomes, or
responsibilities
To defend attacks to their
reputation which may cause
short-term damage

11. The History of CSR in the US
Philanthropy Globalized Risk Citizenship Sustainability
Strategic
Philanthropy
Social
Investment
Globalization
Standardization
Cause
Marketing
Business
Strategy
Shared
Value
1930s-1960s 1970s-1980s 1990s-2000s 2010-onward

12. Key Organizational Players in CSR

13. Case Study
LA-based cosmetic company that sources Argan oil from
Morocco as the base for all of it products
Founder is an influential supermodel and health food advocate
Team is entirely based in LA; suppliers are based in Morocco
Consumers are primarily millennial women or middle-aged
women
Why is this important? 80% of all sustainability issues worldwide
are related to supply chain

14. The Dangers
Unsustainable cultivation of Argan oil
Unethical labor practices (especially toward Moroccan women)
Unsustainable packaging and shipment practices
Product toxicity and purity
Office waste, emissions
Misleading marketing

15. The Possibilities
Economic development and women’s empowerment in
Morocco
Positive, sustainable leadership of the cosmetic industry
Preservation and promotion of natural resources
Sustainable education of women, who are the main influencers
of consumption in households

16. How will you move the needle?
In a small group, define what your game-changing meeting will be like. Which stakeholders should attend?
What is the agenda? What’s your compelling case? What are the specific asks for each stakeholder?
Outlook What They Do Why They Do It
5. CIVIL
Inspirational
“We need to make sure
everybody does it.”
Promote broad industry
participation in corporate
responsibility
To overcome first-mover
advantage and enhance
economic value through
collective action
4. COMPETITIVE
Strategic
“It gives us a competitive
edge.”
Integrate societal
considerations into core
business strategies
To enhance economic value in
the longer-term and gain
strategic edge by being
aligned with social issues
3. COOPERATIVE
Managerial
“It’s the cost of doing
business.”
Embed societal considerations
in their core management
processes
To achieve longer-term gains
by integrating responsible
business practices into
everyday operations
2. COMPLIANT
Obedient
“We’ll do just as much as we
have to.”
Adopt a policy-based
compliance approach as a cost
of doing business
To mitigate erosion of
economic value in the medium
term
1. CRITICAL
Defensive
“It’s not our job to fix that.”
Deny practices, outcomes, or
responsibilities
To defend attacks to their
reputation which may cause
short-term damage

17. Intrapreneurship
in-tra-pre-neur-ship (n): 1. Successful adaption of entrepreneurial attitudes
and strategies inside of a bureaucratic organization. 2. Implementation of
start-up practices within a large organization, producing valued innovation.

18. Your Arena for Social Change
GOVERNMENT NONPROFIT CORPORATE
Individuals
empathy, relationships
Organizations
leadership, process
Networks
connections, creativity
Policies
insights, pragmatism
Ideas
big thinking, innovation