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CSR 2.0 The Future of Corporate Social Responsibility
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The evolution of responsibility
Late 2000s Responsible Competitiveness 1980s Philanthropy 1980s Philanthropy 1980s Philanthropy 1970s Shareholders 1970s Shareholders Early 1990s Corporate Governance Early 2000s Corporate Accountability Late 1990s Stakeholders Engagement Late 1990s Stakeholders Engagement Late 1990s Stakeholders Engagement Late 1990s Stakeholders Engagement Late 1990s Stakeholders Engagement Late 1990s Stakeholders Engagement Late 1990s Stakeholders Engagement Late 1990s Stakeholders Engagement
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The evolution of sustainability
Late 2000s Sustainable markets 1980s Health & safety 1970s Quality management Early 1990s Environmental management Early 2000s Triple bottom line Late 1990s Health, safety & environment
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ISO 26000: Fit for the future? Principles, including:
Accountability, Transparency, Ethics, Stakeholder interests, Rule of Law, International norms, Human rights Core subjects, including: Governance, Human rights, Labour, Environment, Fair operating practices, Consumer issues, Community involvement & development Integration, including: Organisational characteristics Understanding SR of organisation Communication on SR Enhancing credibility of SR Reviewing & improving SR Voluntary initiatives on SR
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The Failure of CSR (and its rebirth)
Copyright CSR International / Wayne Visser 2010 Creativity CSR 1.0 Curses Scalability Responsiveness Uneconomic Peripheral Incremental CSR 2.0 Principles Glocality Circularity Why has CSR failed so spectacularly to address the very issues it claims to be most concerned about? It is because of the Triple Curse of Modern CSR We need a revolution that will, if successful, change the way we talk about and practice CSR and, ultimately, the way we do business – I call it CSR 2.0
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Web 1.0 and CSR 1.0 Web 1.0 Information source Advertising push
Innovators like Netscape Mainstreamers like Microsoft Standardized PC hardware & software CSR 1.0 Glorified brochures Greenwash Innovators like Traidcraft Mainstreamers like Walmart Standardized CSR codes & guidelines
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Web 2.0 and CSR 2.0 Web 2.0 Collective intelligence
Collaborative networks User participation Social media Knowledge syndication Beta testing New philosophy CSR 2.0 Global commons Innovative partnerships Stakeholder involvement Stakeholder panels Real-time reporting Social enterprise New business model
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CSR 2.0: The New DNA of Business
Copyright CSR International / Wayne Visser 2010 Environmental Integrity Societal Contribution Good Governance Value Creation CSR 2.0 CSR can only be resilient if it is part of the DNA of an organisation, i.e. CSR will only survive the vagaries of fickle markets, fluctuating profits, financial crises and leadership whims if it is totally embedded in the corporate culture, strategy and governance systems” – Wayne Visser, 2008
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The New DNA of Business: CSR 2.0
Copyright CSR International / Wayne Visser 2010 Goal Economic development Indicators Beneficial products Inclusive business Environmental Integrity The CSR 2.0 Model Institutional effectiveness Stakeholder orientation Sustainable ecosystems Transparency Ethical conduct Philanthropy Fair labour practices Renewable resources Zero-waste production Societal Contribution Good Governance Value Creation DNA Code
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CSR 1.0 versus CSR 2.0 Corporate Social Responsibility Philanthropic
Risk-based Image-driven Specialized Standardized Marginal Western Corporate Sustainability & Responsibility Collaborative Reward-based Performance-driven Integrated Diversified Scalable Global
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CSR 1.0 versus CSR 2.0: Shifts CSR premium Charity projects
CSR indexes CSR departments Ethical consumerism Product liability CSR reporting cycles Stakeholder groups Process standards Base of the pyramid Social enterprise CSR ratings CSR incentives Choice editing Service agreements CSR data streams Social networks Performance standards
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The Challenge Ahead for CSR 2.0
As with Web 2.0, the success of CSR 2.0 will depend on: C = CREATIVITY S = SCALABILITY R = RESPONSIVENESS 2 = GLOCALITY 0 = CIRCULARITY
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CSR 2.0 as the new DNA of Business
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