![\"Road-CSR](\"https:\/\/www.interregeurope.eu\/fileadmin\/user_upload\/tx_tevprojects\/projects\/image_1506426324.jpg\")
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The world is at a turning point in the economy following the crisis brought on by the COVID-19 pandemic. This has made <\/span><\/p>\n it easier to fall into common corporate social responsibility mistakes, despite its vital importance to <\/span><\/p>\n doing business.<\/span><\/p>\n Many global companies have announced that they are moving away from shareholder primacy and working to create value for all stakeholders. <\/span><\/p>\n And don\u2019t forget the annual letter Larry Fink, CEO of BlackRock, sends to CEOs; <\/span><\/p>\n which has championed inclusive capitalism and sustainability over the past few years.<\/span><\/p>\n The novel coronavirus accelerated change, making it difficult for companies to return to their old ways of working. <\/span><\/p>\n There is no longer room for common corporate social responsibility mistakes; governments will not shoulder the burden, and companies that resume producing toxic outputs will be challenged <\/span><\/p>\n as workers unite to secure better jobs.<\/span><\/p>\n .<\/p>\n However, most companies aren\u2019t prepared for these shifts because they have treated corporate social responsibility as an add-on<\/span><\/p>\n to their business, once profits are secured.<\/span><\/p>\n To build high-performing, resilient organizations, leaders must view managing conflicting stakeholder interests as a core competency <\/span><\/p>\n They can be a powerful source of transformation, but despite their best efforts, even the best executives can fall into these <\/span><\/p>\n common mistakes, which include the following:<\/span><\/p>\n .<\/p>\n The first step in meeting the needs of employee stakeholders is identifying where tensions lie in business models. For <\/span><\/p>\n example: Which groups\u2019 interests are being sacrificed while others are being served? These are just some of the questions that<\/span><\/p>\n need to be asked right now.<\/span><\/p>\n These ideas are a starting point for innovative exploration because they help redefine the problems that need to be addressed; however,<\/span><\/p>\n many managers do not systematically examine stakeholder trade-offs. This may be due in part to the fact that economics <\/span><\/p>\n treats them as externalities, or as byproducts of doing business that are not included in the cost of operations.<\/span><\/p>\n Companies such as Amazon, BP, and Union Carbide did not consider the stakeholders who were ultimately deeply affected by their actions. <\/span><\/p>\n So it is important to ask who can benefit, and you may be surprised to find that some workers have a seat at the table. <\/span><\/p>\n \u0635\u0646\u0639 \u0627\u0644\u0642\u0631\u0627\u0631.<\/span><\/p>\n Agile companies will take steps to bring these voices to the negotiating table, helping them succeed and maintain <\/span><\/p>\n \u0627\u0633\u062a\u062f\u0627\u0645\u0629 \u0623\u0642\u0648\u0649.<\/span><\/p>\n .<\/p>\n When social responsibility makes it onto corporate agendas, it is often framed as a <\/span><\/p>\n \u201cshared value\u201d model for addressing trade-offs: actions should benefit all parties, with some outcomes favoring one side<\/span><\/p>\n \u0623\u0635\u062d\u0627\u0628 \u0627\u0644\u0645\u0635\u0644\u062d\u0629.<\/span><\/p>\n Suppose a manager wants to install LED lights to reduce energy consumption, or change production schedules to reduce excessive overtime <\/span><\/p>\n in garment factories in the supply chain, or redesign a product to eliminate toxic adhesives from high-performance sneakers <\/span><\/p>\n One question then comes up: \u201cWhat is the return on investment?\u201d If there is no satisfactory answer, the project is put on hold <\/span><\/p>\n \u0623\u0648 \u0625\u0644\u063a\u0627\u0624\u0647.<\/span><\/p>\n By starting with a feasibility study, companies limit their scope to steps they can easily envision; so they should take a step toward <\/span><\/p>\n technology-enabled work-from-home practices that emerged during the COVID-19 pandemic. Many advocates for <\/span><\/p>\n human rights have pointed out that this step\u2014remote work\u2014had been under scrutiny for years to support people with <\/span><\/p>\n disabilities, or people of determination.<\/span><\/p>\n An online search for \u201cthe business case for diversity,\u201d \u201cthe business case for <\/span><\/p>\n sustainability,\u201d or \u201cthe business case for corporate social responsibility\u201d will return hundreds of thousands of results. However, the general consensus is that companies have made little progress in <\/span><\/p>\n These areas have been shaped over the past two decades, with business cases driving decision-making.<\/span><\/p>\n Developing a business case can constrain ideas by tying them to specific financial outcomes. Flexible companies will therefore begin looking <\/span><\/p>\n for innovative solutions to tensions caused by crises or conflicting stakeholder interests, while working on the business case.<\/span><\/p>\n Business cases often fail to account for having certain people in different roles. For example, the presence of <\/span><\/p>\n women in management positions is no more than 3%.<\/span><\/p>\n .<\/p>\n Companies tend to treat most issues affecting their employee stakeholders\u2014the people who work hard without seeing <\/span><\/p>\n appropriate compensation\u2014as side projects, which means they rarely receive the attention or resources they need.<\/span><\/p>\n At best, companies make minor improvements to what they already do. For example, a bank might create a <\/span><\/p>\n dedicated team to support women-owned businesses, or a manufacturer might create an educational program for its workers\u2019 children during<\/span><\/p>\n \u0627\u0644\u062f\u0648\u0644 \u0627\u0644\u0646\u0627\u0645\u064a\u0629.<\/span><\/p>\n the COVID-19 crisis, this kind of thinking led to commendable actions: Comcast executives donated their salaries to charitable causes, <\/span><\/p>\n and Intel donated one million pieces of protective equipment. However, resilient companies do not view social responsibility <\/span><\/p>\n As an add-on, rather than an integral part of innovation and transformation efforts. This is the kind of thinking that helps them survive in <\/span><\/p>\n \u0623\u0648\u0642\u0627\u062a \u0627\u0644\u0623\u0632\u0645\u0627\u062a.<\/span><\/p>\n .<\/p>\n What\u2019s particularly interesting about global company Nike is that its annual social responsibility report isn\u2019t polished. <\/span><\/p>\n Leaders call attention to some of the challenges they face in addressing trade-offs.<\/span><\/p>\n For example, in the \u201cFY 2016\/2017 Sustainable Business Report,\u201d CEO Mark Parker wrote:<\/span><\/p>\n \u201cMoments like these are an opportunity to hit pause and ask the big questions. Is there <\/span><\/p>\n Can we grow the Nike brand in new markets while leaving a smaller footprint? As we transform our business model <\/span><\/p>\n to move faster and become more consumer-focused, how will this affect our evolving value chain, which employs <\/span><\/p>\n more than one million workers and produces over a billion units each year? And how can we challenge ourselves to build a more inclusive <\/span><\/p>\n and empowering company culture? What policies and practices will accelerate change within our teams?<\/span><\/p>\n Addressing stakeholders\u2019 needs can be challenging. For example, investing in pollution reduction <\/span><\/p>\n may reduce profits, creating more inclusive hiring practices may slow down the hiring process, and phasing out <\/span><\/p>\n From toxic adhesives to reduced product performance. When faced with these trade-offs, many leaders will be inclined <\/span><\/p>\n to give up, declaring that the problems can\u2019t be solved and are simply the cost of doing business. But adaptive companies <\/span><\/p>\n keep going; they navigate trade-offs under tension as they work toward creative solutions.\u201d<\/span><\/p>\n<\/blockquote>\n Answering the kinds of ambiguous questions Parker raised requires a willingness to experiment, a learning mindset, and an acceptance of failure, along<\/span><\/p>\n with all the qualities associated with innovation\u2014and plenty of determination and perseverance.<\/span><\/p>\n <\/p>\n Nike spent more than a decade trying to eliminate the greenhouse gases that formed a mark <\/span><\/p>\n Nike Air, a signature feature of its shoe. Salesforce.com spent more than $3 million eliminating gender pay gaps at the company, <\/span><\/p>\n then spent another $3 million a year later to do it again when new gaps emerged.<\/span><\/p>\n Trade-offs don\u2019t resolve themselves quickly or easily. That\u2019s why they\u2019re trade-offs in the first place. Companies that persevere <\/span><\/p>\n until they come to terms with these tensions develop the organizational capacity to manage paradoxes, helping them endure <\/span><\/p>\n times of uncertainty and adversity.<\/span><\/p>\n <\/p>\n ","protected":false},"excerpt":{"rendered":" \u064a\u0634\u0647\u062f \u0627\u0644\u0639\u0627\u0644\u0645 \u0646\u0642\u0637\u0629 \u062a\u062d\u0648\u0644 \u0641\u064a \u0627\u0644\u0627\u0642\u062a\u0635\u0627\u062f\u060c \u0628\u0639\u062f \u0627\u0644\u0623\u0632\u0645\u0629 \u0627\u0644\u062a\u064a \u0648\u0627\u062c\u0647\u062a\u0647 \u0645\u0646\u0630 \u062c\u0627\u0626\u062d\u0629 \u0641\u064a\u0631\u0648\u0633 \u0643\u0648\u0631\u0648\u0646\u0627 \u0627\u0644\u0645\u0633\u062a\u062c\u062f \u201c\u0643\u0648\u0641\u064a\u062f 19\u2033\u061b \u0645\u0627 \u062c\u0639\u0644 \u0645\u0646 \u0627\u0644\u0633\u0647\u0644 \u0627\u0644\u0648\u0642\u0648\u0639 \u0641\u064a \u0623\u062e\u0637\u0627\u0621 \u0634\u0627\u0626\u0639\u0629 [\u2026]<\/span><\/p>\n","protected":false},"author":3,"featured_media":22550,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_ibtdi_aa_focus_keyword":"","_ibtdi_aa_secondary_keywords":"","_ibtdi_aa_audience":"","_ibtdi_aa_tone":"","_ibtdi_aa_summary":"","_ibtdi_aa_reviewer_name":"","_ibtdi_aa_reviewer_bio":"","_ibtdi_aa_reviewer_url":"","_ibtdi_aa_reviewed_date":"","_ibtdi_aa_service_id":"","_ibtdi_aa_related_ids":"","_ibtdi_aa_human_reviewed":"","_ibtdi_aa_disable":"","_ibtdi_aa_disable_links":"","_ibtdi_aa_sources":"","_ibtdi_aa_update_notes":"","footnotes":""},"categories":[491],"tags":[22202,22203,22204,15532,20831,21260,22205,22206],"class_list":["post-22549","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-491","tag-22202","tag-22203","tag-22204","tag-15532","tag-20831","tag-21260","tag-22205","tag-22206"],"_links":{"self":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/22549","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/comments?post=22549"}],"version-history":[{"count":0,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/22549\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media\/22550"}],"wp:attachment":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media?parent=22549"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/categories?post=22549"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/tags?post=22549"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Common Corporate Social Responsibility Mistakes<\/span><\/strong><\/span><\/h2>\n
1. Not understanding the business model<\/span><\/strong><\/span><\/h2>\n
2. Begin by building the business case for social responsibility<\/span><\/strong><\/span><\/h2>\n
3. Failure to consider stakeholders<\/span><\/strong><\/span><\/h2>\n
4. Give up if leaders can\u2019t find a solution<\/span><\/strong><\/span><\/h2>\n
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