Shared value is about creating new economic and social value for business and society. Michael Porter, professor at the Harvard Business School, and Mark Kramer, managing director at FSG, introduced the concept of “creating shared value” in 2006. The authors (and co-founders of FSG) more recently expanded on this idea in a January 2011 Harvard Business Review article entitled “Creating Shared Value.” Creating shared value means closely examining economic and social linkages in order to create new economic and social benefit (rather than redistributing existing value). It starts from a different worldview than corporate philanthropy; rather than considering how a portion of their profits can be used to address social issues, shared value business leaders ask how they can use business strategies to find solutions to social problems that, if successful, will simultaneously advance their economic interests. Porter and Kramer suggest that companies can create shared value in three primary ways: Reconceiving products and markets: Better serving existing markets, accessing new ones, or developing innovative products and services that meet social needs Redefining productivity in the value chain: Improving the quality, quantity, cost, and reliability of inputs, production processes, and distribution systems, while simultaneously acting as a steward for natural resources. Enabling local cluster development: Working in concert with others to create a stronger competitive context, including reliable local suppliers, functioning infrastructure, access to talent, and an effective legal system. Creating shared value requires companies to intentionally and directly link business success to social impact. A high degree of intentionality strengthens management focus on both business and social goals, ensuring that social implications are not an afterthought. By tying company success to specific social results, leaders are more likely to invest in shared value strategies at scale in a sustained manner. Focus on results profoundly affects the way a company addresses social problems with its core business. Creating large-scale social impact through improved competitive positioning: Hindustan Unilever (HUL) demonstrates the ways that companies that explicitly seek to solve social problems using their core businesses can create impact beyond what is possible through philanthropy alone. HUL recognized that by reconceiving the market for its hygiene products, it could reduce the national incidence of diarrhea, which kills more than 500,000 Indian children every year. In 2002, the company partnered with local government leaders to launch the Lifebuoy Swasthya Chetna program, a widespread campaign to promote improved hygiene and reduce diarrhea-related deaths in rural India. Read the article: https://www.hks.harvard.edu/m-rcbg/fellows/N_Lovegrove_Study_Group/Session_1/Michael_Porter_Creating_Shared_Value.pdf
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AutorMauro Libi Crestani is a Venezuelan businessman CEO of Grupo Libi; a group of various food companies in the country. Archives
Agosto 2016
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