Strategic CSR and its implementation

Currently the global public’s expectation that business will operate in society’s best
interests has rapidly increased to an all-time high, while the public’s perception that
business is operating in society’s best interests has rapidly declined to an all-time low.
Several key factors have caused corporate social responsibility (CSR) to explode and
finally make its way into mainstream business thinking in recent years:
• The rise of technology giving citizens immediate access to transparent information
and news
• The NGO sector’s increasing sophistication in targeting corporate malfeasance
• Workers demanding that their employers contribute to bettering the world
• Pockets of consumer pressure
• Generation Y proving to be the most cause-focused generation in decades
While CSR is not meant to be presented as the panacea to all that ails the world or
global business, it is increasingly being viewed as a viable component of overall business
strategy, along with marketing, branding, research and development, innovation, talent
management, and operations.
I view CSR from the lens of corporate strategy, and encourage firms to use CSR as part
of their portfolio of overall business strategies designed to create both top - and bottom-line growth. My definition of strategic corporate social responsibility is: a business
strategy that is integrated with core business objectives and core competencies to create
business value and positive social/environmental value, and is embedded in day-to-day
business culture and operations. To be effective, CSR must be aligned with two things:
• Core business objectives of the firm
• Core competencies of the firm


If CSR is to be treated as a part of an effective corporate strategy, then
its definition should in fact be unique to each firm based upon that
company’s specific objectives, risks, opportunities, and competencies.

Putting CSR into practice


1) Senior leadership must make an authentic, firm, and public
commitment to CSR.

2) The firm should clearly define the specific business objectives
it seeks with CSR strategy.

3) CSR strategy must be aligned with the firm’s core competencies. This requires focus and discipline.

4) CSR should be fully integrated into the governance of the company and into
existing management systems.

5) Companies should view CSR as both a risk mitigation strategy and an opportunity-seeking strategy.

6) Companies should develop clear performance metrics to measure the impact
of their CSR strategies.