In this episode, we explore the role of CEO activism in the social enterprise. Today, CEOs are taking a public stand—not just for shareholders but also for employees, customers, the environment, and the communities they serve. Our guest, Nick Aster, founder of TriplePundit, discusses why it’s more important than ever for CEOs to take a stand on social responsibility. How can CEOs effectively navigate the often blurry line between saying enough and saying too much? And what are the risks and rewards they face? Join us as we dig in to the many facets of CEO activism.
NEW YORK, Feb. 14, 2019 /3BL Media/ - As companies are becoming increasingly focused on the social impact of their business operations, Deloitte has developed a new Social Impact Measurement Model (SIMM), pioneering a machine learning tool that forecasts the results of a large corporate investment – such as opening a new office or headquarters – on a community, across more than 75 social measures.
Disruptive forces are sharply changing how we live and work, creating an imperative for enterprises to rapidly adapt. But there are several areas where the pace of change has yet to catch up with the new realities of business. Chief HR officers and their teams must take the lead with agility and sustain exponential value for the future of human resources.
How Deloitte creates shared value between CSR and HR
Taproot has long made the case that a strong corporate pro bono program is a triple win—nonprofits receive the support they need, companies build deeper relationships with their communities, and employees have the opportunity to apply their skills in new and meaningful ways. While there is a robust foundation of evidence supporting the claim that pro bono is a powerful social impact strategy, practitioners often struggle to articulate the business case for pro bono.
Students sitting at desks in neat rows facing the front of the room. Teachers writing on a chalkboard, delivering information to be memorized and later recalled on tests. Bells that signal it’s time to change classrooms.
What most consider “typical” school design has its roots in the Industrial Age when factory and assembly line workers were in high demand.
But this one-size-fits-all, rote approach to learning is now obsolete.
By Amy Silverstein and Megan Schumann, Monitor Institute by Deloitte
In recent years, the push for businesses to be about more than business and embrace a social purpose has risen from a murmur among millennial workers and the occasional CEO to a resounding call across the business world. Executives, employees, consumers, and even investors are looking beyond the bottom line and asking, “What does it really mean for companies to have social impact?”