A new trend in international development has paired some unlikely business partners: development finance institutions and impact investors are working with large multinational corporations to fund projects that advance both development and business agendas.
The recognition that talent is one of the most important, if not the most important, determinants of corporate performance represents a step forward. In the past, all too often talent has been thought of and treated as a maintenance item, not a critical determinant of performance.
While this is a great victory -- perhaps the most important environmental settlement in the Hudson Valley over the last decade -- it doesn't mean our work is finished.
15 years ago, when 40 companies formed the Global Compact at the United Nations, they laid out the principles for a more inclusive and sustainable world. UN Secretary General Kofi Annan called for a "global compact of shared values and principles, which will give a human face to the global market."
We all want to work at a company that does more good than harm, but it's not always obvious how to help our companies do that... until now.
It's been suggested to me that I should not be making any profits, that my business should be a charity, and that I should not pay myself a salary.
One of the most famous frames related to corporate sustainability is the triple bottom line. The triple bottom line separates the way we think about business into three broad areas: economic, social and environmental.
Everyday, whether we realize it or not, we make hundreds of decisions that impact our planet: walk past that piece of trash or pick it up and throw it away? Long shower or short? Lights on or off?
It's often not the risk of change that stops us from evolving, it's the specter of shifting systems and processes; it's finding enough time in everyone's diaries. Like moving mountains.
If you're wondering why, despite all of your careful planning and grand volunteer and giving activities, your participation numbers are flat, you need to take a look at how you're hooking your employees into your program in the first place.
As technology, human mobility, skills gap, resource scarcity and social issues transform the direction of global business, we cannot continue CSR as a "do good" quotient; we must now pursue and invest in impactful education as untapped possibilities.
For most Fortune 500 companies, philanthropy is a vehicle for corporate interests. Corporations are designed for profit maximization and market expansion, and corporate philanthropy generally is in service to those objectives.
It is important to signal to these companies that we want our goods to come from sustainable supply chains, even if it may be at a premium. Yet it is also important to reflect and think about where our goods come from before purchasing more.
When it comes to the environment and social issues, the word "business" usually has a bad reputation, but it's not always deserved.
It is ironic, offensive, and sad that anyone would suggest that my support of Harvard's divestment position is somehow tied to my outside engagements. That suggestion -- and the recent threats I have received -- defies logic and is contradicted by the record.
According to Ryan Scott, "Each year, $10 billion is left unclaimed in matching gifts. That's more than is raised in all employee workplace giving campaigns each year."