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CSR Research Digest – July 2012

Summary

The joint report by Ashridge Business School and IBLF identifies a range of examples where helping addressing major societal challenges goes hand-in-hand with successful business practice. It is based on a series of in-depth interviews with senior executives such as Sir Stuart Rose, former CEO and Executive Chairman of Marks & Spencer, Neville Isdell, former Chairman & CEO of The Coca Cola Company and others.

 Key Findings

• Business leaders are increasingly aligning their core business to serve not only customers, but also the interests of wider society.
• More business leaders are paying attention to social and environmental issues that have conventionally been the territory of political leaders and NGO activists.
• Senior executives increasingly recognise that ‘smart’, ‘inclusive’ and ‘responsible’ business growth is fundamental long-term value creation.
• Not only do business leaders need to lead significant cultural change within their businesses, but they now need to increasingly work with others to play a leadership role beyond conventional business boundaries.
• Senior executives now need to develop skills in areas that have not previously been a conventional part of the business leader’s repertoire
• To achieve this, executives must lead significant cultural change.
• They must also play a leadership role beyond conventional business boundaries and engage with increasingly diverse stakeholders.
• Younger people in the organisation often ‘get’ the sustainability agenda and it is often the people at the top who are slower to change.
• It is the CEO’s job to keep up the drumbeat and unleash the energy and power of the organization.
• It is crucial for business leaders to set ambitious targets and to be prepared to put their heads above the parapet.
• Despite the risks, they must set a course of action and stick to it.
• It is critically important for businesses to build trust with consumers and society by acting with integrity and delivering value to society.

Author(s)

Ashridge Business School and IBLF

Source

PDF report

Tags: Ashridge Business School, IBLF, leadership, senior executives