Corporate dynamics and NGOs

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Corporate dynamics and NGOs

  1. 2. “ There is no such thing as business ethics….There’s just ethics; and we all have to practice them every day in everything we do.” – Peter Drucker
  2. 3. <ul><li>56 would survive on less than US$2 per day </li></ul><ul><li>65 would lack access to safe drinking water </li></ul>6 people would have 59% of the wealth 10 would have higher education
  3. 4. Environment degradation Child labour Human rights abuse Value of domestic work Volunteers Violence
  4. 6. Dynamic Change: Rising Risk <ul><li>Technology obsolescence </li></ul><ul><li>Globalization vs regionalization </li></ul><ul><li>Stronger civil society </li></ul><ul><li>Personal Greed </li></ul><ul><li>Unprecedented scrutiny </li></ul><ul><li>Terrorism </li></ul>Security threats Terrorism Environment abuse Level playing fields Civil agitations International relations
  5. 7. The driving forces ..………… beyond the Letter of the Law <ul><li>Public opinion and </li></ul><ul><li>connectivity </li></ul><ul><li>Preparing for tomorrow </li></ul><ul><li>Beyond just regulatory issues </li></ul><ul><li>Facing countless gray areas </li></ul>
  6. 8. Concerns for business Branding Information management Triple Bottoline
  7. 9. Leaders Experts Man on the streets Varying opinions Celebrities Elders Yesterday Today Trust Level High Low High Low
  8. 11. <ul><li>Charity </li></ul>Philanthropy Corporate Citizenship Social Entrepreneurship CSR HAS COME A LONG WAY
  9. 12. <ul><li>Teaching to fish instead of giving fish </li></ul><ul><li>Supporting cancer research instead of donations to individual cancer patients. </li></ul>
  10. 13. <ul><li>Wider concept than philanthropy </li></ul><ul><li>Putting something back into the community </li></ul><ul><li>Result of considered decision of board, and part of corporate policy and action. </li></ul><ul><li>Direct involvement in development of communities human development. </li></ul>CORPORATE CITIZENSHIP
  11. 14. <ul><li>Charity takes care of today’s problems </li></ul><ul><li>Philanthropy aims at preventing problems for tomorrow </li></ul><ul><li>Corporate citizenship institutionalizes the process of sustained development </li></ul>
  12. 16. <ul><li>“ Business organizations must learn to do good through trade, not just aid.” </li></ul><ul><li>“ The third world focus must shift from survival to development. And that means a comprehensive paradigm shift .” </li></ul>
  13. 17. <ul><li>Social responsibility of business </li></ul><ul><li>&quot;negative&quot; indicating a responsibility to refrain ( resistance stance against child labor, inhuman working conditions, low wages, etc.) or </li></ul><ul><li>&quot;positive&quot; indicating a responsibility to act </li></ul><ul><li>(proactive stance by responsible environment care, labour welfare, maternity care, safety against health hazards, payment of rightful taxes) </li></ul>
  14. 18. <ul><li>A social entrepreneur is someone who recognizes a social problem and uses entrepreneurial principles to organize, create, and manage a venture to make social change. </li></ul><ul><li>A social entrepreneur assesses success in terms of the impacts he has on society. </li></ul>
  15. 19. <ul><li>Enterprise orientation </li></ul><ul><li>Social Aims </li></ul><ul><li>Social ownership </li></ul>
  16. 20. <ul><li>Mohammad Yunus introduced the world to micro finance and redefined the role of social business enterprises. </li></ul>
  17. 21. <ul><li>It is an increasingly common approach to engaging youth voice in solving social problems. Youth organizations and programs promote these efforts through a variety of incentives to young people. </li></ul>
  18. 23. <ul><li>Through their business decisions </li></ul><ul><li>Engaging in public policy debate, or </li></ul><ul><li>Creating better internal climates within their organizations. </li></ul>
  19. 24. <ul><li>Corporate Social Responsibility </li></ul><ul><ul><li>A way of doing business, not an “add on” activity </li></ul></ul><ul><ul><li>Aligned to the ‘strategic objectives’ of the company </li></ul></ul><ul><ul><li>Has a long-term “road map”– not an ad-hoc activity </li></ul></ul><ul><ul><li>Social Investment – which creates tangible and measurable long-term shareholder value </li></ul></ul>C S R
  20. 25. Barriers to CSR <ul><ul><li>Lack of leadership and vision </li></ul></ul><ul><ul><li>Too much focus on short-term goals </li></ul></ul><ul><ul><li>Inability to recognize opportunities </li></ul></ul><ul><ul><li>Lack of entrepreneurial spirit and innovation </li></ul></ul>Wanted
  21. 26. <ul><li>When planning CSR, corporates insist: </li></ul><ul><li>Build the CSR around the core objectives </li></ul><ul><li>Create long term partnerships </li></ul><ul><li>Joint programs and activities </li></ul><ul><li>Reach out to all stake holders </li></ul><ul><li>Long term understanding with NGOs </li></ul>
  22. 27. <ul><li>How could non profits benefit? </li></ul><ul><li>Learn from the business models </li></ul><ul><li>Accept responsibility for making an impact </li></ul><ul><li>Transfer leadership skills to social programs </li></ul><ul><li>Interact with the focus areas of corporates </li></ul>
  23. 28. <ul><li>Contd….. </li></ul><ul><li>Tie up where visions over lap </li></ul><ul><li>Make relationships transparent </li></ul><ul><li>Look for partnerships, not just grants </li></ul><ul><li>Evaluate and reconsider initiative designs </li></ul>
  24. 29. <ul><li>Have we personally …............ </li></ul><ul><li>Employed any physically challenged </li></ul><ul><li>Empowered women </li></ul><ul><li>Provided for employees’ children’s education </li></ul><ul><li>Abstained from child labour (at homes or in offices or factories) </li></ul>
  25. 30. <ul><li>Ensured hygienic conditions at workers’ homes </li></ul><ul><li>Offered employees sufficient leave </li></ul><ul><li>Established a retirement plan for our employees </li></ul><ul><li>Insured those who work for us </li></ul><ul><li>May be, we could start with the basics. </li></ul>

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