Purple: Purpose + People (MSLGROUP's Citizenship Offering)

PurPle (Purpose + People) MSLGROUPʼs citizenship offering#

What is PurPle?#

PurPle: Purpose + People#PurPle (Purpose + People) is MSLGROUPʼs global offering for helpingbusiness leaders drive positive change by catalyzing collaborative socialinnovation and grassroots change movements.#

PurPle offering#The PurPle offering consists of three parts: a workshop to set context,exploratory research to identify opportunity areas and strategy tocatalyze positive change.# 1. CONTEXT! 2. OPPORTUNITY! 3. STRATEGY! opportunity areas# Four external Four seismic shifts Four internal Four PurPle change in society# strategic pillars# drivers#

Context: Four seismic shifts insociety#

Context: Four seismic shifts in society#The intersection of four seismic shifts - end of trust, power to people,quest for meaning and rise of shared value - has made it imperative fororganizations to integrate purpose, participation and performance.# End of trust# Rise of # shared value# Quest for Power to meaning# people#

The end of trust#People have more information than ever before and people donʼt trustorganizations. In fact, trust in all organizations, including corporationsand governments, is at an all-time low across the world.# “# “#“# If [social media activists] can bring down the Egyptian regime in a few weeks, they can bring us down in nanoseconds. - PAUL POLMAN, CEO, Unilever#Photo from alancleaver on Flickr##

Power to the people#People have new sources of power and people believe that only theythemselves can come up with innovative solutions to our most pressingproblems, not governments or corporations.# “# “# The best sources for the great ideas well need to keep moving forward“# are the people we surround ourselves with everyday... friends, children, parents, and grandparents who motivate and inspire curious minds and creative spirits to achieve a greater good.# - JILL BERAUD, former CMO, PepsiCo Americas Beverages#Photo from untitlism on Flickr##

The quest for meaning#People are searching for meaning connections with communities andorganizations around a shared purpose, and expect organizations toenable such connections. #Photo from xjrlokix on Flickr#

The rise of shared value#People are demanding that organizations not only rediscover their socialpurpose but also put it at the core of how they conduct their businessand engage with their stakeholders, to create shared value.#Source: Michael E. Porter and Mark R. Kramer in HBR#

Opportunity: Four internal strategicpillars and four externalopportunity areas#

Four internal strategic pillars#For global CEOs, the four pillars to drive strategic change internationallyinclude: customer-centricity, innovation, talent and a shared policyagenda.# Shared policy Talent! Innovation! Customer agenda! centricity!Source: PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries. #

“Good growth” and strategic change#Global CEOs recognize that, in order to effectively drive strategicchange internationally, itʼs important for them to pursue “good growth” –growth that is financially, socially, and environmentally sustainable.# “# “#“# Great brands are built on improving the lives of the people they serve; maximum profit and high ideals arenʼt incompatible but, in fact, inseparable. - JIM STENGEL, former global marketing officer, P&G#Source: PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries.Photo from h.koppdelaney on Flickr#

Customer centricity and good growth#Responding to changing behaviors in Western markets and newdemands from fast growing markets in Asia, for both consumers andenterprise customers. Speciﬁcally, responding to growing customersentiment about environmental, social and governance practices.# Marketing is no longer just selling and generating demand. Instead “# “#“# marketers should approach costumers as whole human beings with mind, hearts, and spirits, because consumers are looking for solutions to their anxieties about making the globalized world a better place. - PHILIP KOTLER#Source: PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries.Photo from Photo Extremist on Flickr#

Innovation and good growth#Co-creating products and services by collaborating with partners andcustomers, often in non-home fast growing markets. Speciﬁcally, co-creating socially beneﬁcial products and services.#Source: PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries.Photo from thinkpublic on Flickr##

Talent and good growth#Bridging skill mismatches to address the unique needs of a two-speedworld, with slow growth in the Western markets and fast growth in Asianmarkets. Speciﬁcally, attracting the talent to deliver on the socialinnovation and change management strategy.# The successful companies of the future will be those that integrate “# “#“# business and employeesʼ personal values. The best people want to do work that contributes to society with a company whose values they share, where their actions count and their views matter. - JEROEN VAN DER VEER, Committee of Managing Directors, Shell#Source: PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries. #Photo from frankallanhansen on Flickr #

Shared policy agenda and good growth#Collaborating with government agencies in the areas of education,workforce health, intellectual property and infrastructure. #Source: PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries. #

Four opportunity opportunity areas#There are millions of causes, but the three most important opportunityareas for organizations to truly integrate business and societalobjectives are: environment, health and education.# Environment! Health! Education! +! Happiness!In addition, we have added a fourth opportunity area related to“happiness, kindness and human potential”, based on our analysis ofsocio-economic trends and corporate messages.#Source: PwC Global CEO Survey 2011, 1200+ business leaders across 69 countries. #

1. Environment, energy and sustainability#Key socio-economic trends driving the environment opportunity include:energy insecurity; pressure from NGOs like Greenpeace; and consumerwillingness to pay a premium for green products.#Photo from The James Kendall on Flickr#

2. Health, wellness and nutrition#Key socio-economic trends driving the health opportunity include: rise inlifestyle related diseases; rising cost of healthcare; and consumerwillingness to pay a premium for organic and healthy products.#Photo from Logan Brumm Photography and Design on Flickr#

3. Education, learning and capability building#Key socio-economic trends driving the education opportunity include:gaps in public education; gap between demand and supply of mid-skilled manpower; and global war for high-skilled knowledge workers.#

4. Happiness, kindness and human potential#Key socio-economic trends driving the happiness opportunity include:prolonged recession in the West, the gap between aspirations andreality in emerging markets, and our increasingly solitary lives.#Photo from camdiluv on Flickr #

Opportunity: Four internal strategic pillars andfour external opportunity areas#Organizations can ﬁnd opportunities to integrate purpose, participationand performance at the intersection of four internal change drivers andfour external opportunity areas.# Potential# Max +ive# Happiness# Education# External opportunity areas! Health# Protection# Min –ive# Environment# Corporate# Consumer# reputation# activation# Innovation# Centricity# Customer strategic Shared # agenda# Internal pillars ! policy # Talent#

How to use the PurPle Opportunity Matrix#The PurPle Opportunity Matrix is essentially a left-brain tool for visuallyrepresenting the right brain approach of synthesizing complex prioritiesinto a compelling narrative.# 1# 2# 3#Create a heat map Create a heat map Identify a purposefor the organization# for relevant others space that can and do a SWOT# synthesize complex priorities#

Strategy: Four PurPle changedrivers#

Strategy: Four PurPle change drivers#To catalyze positive change, organizations need four PurPle changedrivers: a purpose to inspire people, a platform to organize people,programs to energize people and stories to spark participation.# A purpose to 1 inspire people# Positive Change# A platform to 2 organize people# Programs to 3 energize people# Stories to spark 4 participation# Time#

1. A shared purpose to inspire people#We start with one-to-one interviews and workshops with the seniormanagement, then invite employees and stakeholders to participate inan online network to co-discover the shared purpose.# One to one interviews with key employees! ! 1# - Organization or brand persona# # Mind-mapping & - Organization or synthesis brand purpose! workshops! ! - Social Heartbeat or 3# shared purpose# # ! Peopleʼs Lab - Purpose-inspired insights storytelling! community! ! - Stakeholdersʼ 2# persona! ! - Stakeholdersʼ purpose! #

2. A platform to organize people #We crowdsource and validate a purpose-inspired platform onMSLGROUPʼs PurPle Network, then create a custom communityplatform for the client to organize their stakeholders, usingMSLGROUPʼs Peopleʼs Lab crowdsourcing solution.# PurPle Network! FEATURED UPDATE! Letʼs welcome our new PurPle experts from Germany, India and Brazil!! FEATURED REQUEST! FEATURED MEMBERS! We have a request from a French infrastructure company, which wished to engage local communities to help transform its projects into community spaces. Has anyone here worked on a similar project before?# Comment# Contact# MOST RECENT REQUESTS! ACTIVITY!

3. Programs to energize people #We use the PurPle Ecosystem Matrix to create a series of integratedprograms to energize or identify opportunities to integrate existingprograms into a connected PurPle Ecosystem.# Potential# Max +ive# Collaborative Purpose- social inspired innovation! movement marketing! Corporate# PurPle Consumer# reputation# Ecosystem! activation# Corporate Philanthropy- social based cause Protection# responsibility! marketing! Min –ive#

4. Stories to spark participation and action#We use our purpose-inspired transmedia storytelling approach to createcompelling stories that act as the glue between platforms and programsand spark participation and action.# 2. ROLE OF CONTENT# 3. SOURCES OF CONTENT# 5. ROLE OF MEDIA# 1. TYPES OF STORIES# 4. ROLE OF CHANNELS#

MSLGROUP PurPle case studies#

MSLGROUP PurPle case studies#MSLGROUP has deep global capabilities to help clients createcompelling PurPle platforms and programs to inspire, organize andenergize their stakeholders.# Potential# Max +ive# Collaborative Purpose- social inspired - Perfetti innovation! movement Kindness- Dell Go Green marketing! Movement inChallenge in India# China# - P&G Life Opens Up Project in US# Corporate# Consumer# reputation# activation# - AXA People Protectors Community in Protection# Min –ive# Corporate Philanthropy- France# social based cause responsibility! marketing!

Dell Go Green Challenge in India#In 2010, Dell created a social innovation challenge for design studentsand others to share ideas on how to redesign, reuse and recyclegadgets to make them go green.#Source: http://facebook.com/dellgogreen #

Alpenliebe Kindness Movement in China#In 2011, Perfetti created an integrated year-long initiative to catalyze akindness movement and inspire millions of Chinese youth to appreciate,share stories about and engage in everyday acts of kindness. #Source: http://acandy.renren.com http://page.renren.com/alpenliebekindness #

P&G Life Opens Up Project in US#Crest and Oral-B created the Life Opens Up Project (LOU) – an onlinevideo contest showcasing stories from real people where the health oftheir mouths played a pivotal role in helping them accomplish life goals.#Source: http://lifeopensupproject.com#

AXA Peopleʼs Protectors Community inFrance#In 2011, AXA created a community to showcase stories of ordinarypeople who are leading extraordinary projects to protect people.#Source: http://facebook.com/axapeopleprotectors #

How can we help you change?#

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Purple: Purpose + People (MSLGROUP's Citizenship Offering)

by MSLGROUP on Jun 01, 2012

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Purple: Purpose + People (MSLGROUP’s Citizenship Offering) Presentation Transcript