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Prepared by:What Sets Leading Companies Apart
High Impact Corporate Programs
Tom Knowlton, Partner;
Erica Weinberg,Senior Consultant
TCC Group
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AT TCC GROUP, OUR FOCUS IS ON HELPINGORGANIZATIONS ACHIEVE GREATER SOCIAL IMPACT.
Our work looks at all aspects critical to success– from strategy to program development and implementation to evaluation and measurement.
TCC Group: A Focus on Impact
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Our Clients
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① Goals for the Meeting② Framework for Successful Corporate
Citizenship③ High Impact Corporate Programs④ Assessing and Developing Programs⑤ Open Discussion
Session Overview
Framework for Successful Corporate Citizenship
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Employee Engagement
Stakeholder Trust
Reputational Value
Public Respect
Corporate Citizenship Goals
Business Goals are Realized by Achieving Social Impact Goals
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What Sets the Successful Companies Apart?The top corporate citizens have a culture that values corporate citizenship, and engaged leaders who reinforce it through their actions.
o Citizenship programs are not conducted in isolation, but rather are developed within a broader citizenship strategy that is integrated throughout the company.
o The strategy is driven by strong, engaged leadership, creating a culture that reinforces company values.
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① Strong programs alone are insufficient for success.
② Effective citizenship strategy is informed by a broader context in which engaged leadership is the most significant element.
Answer: 3 Key Takeaways
③ Companies should assess four elements critical to successful corporate citizenship before developing programs.
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Culture:Aligned with Values • Shared • Transparent
IntegrationEngaged
Leadership Programs• Stakeholder driven• Clear goals• Dual community &
company ROI targets
• “Internal shared value”• Clear stakes for all BUs,
regions, and departments
• Demonstrative• Continuous• Committed
Programs and StrategyMust Be Informed by a Broader Context
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Effective corporate citizenship therefore requires four elements:
① Broad, organization-wide citizenship strategy
② Integration throughout the organizational structure
③ Engaged company leadership
④ A culture that recognizes the value of corporate
citizenship
What Sets the Successful Companies Apart?
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“Fundamental” Element: Strategy
o Lack of clear goals
o Unrelated issues
o Focus on grantmaking
o Stakeholder-driven goals
o Issues aligned with company
o Core resources leveraged
Community Impact Goals:
Monsanto
1. Producing More: Developing improved seeds that help farmers double yields by 2030.
2. Conserving More: Developing seeds that use one-third fewer key resources per unit of output by 2030.
3. Improving Lives: Helping improve the lives of farmers and the people who depend on them, including an additional 5 million people in resource-poor farm families by 2020.
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“Fundamental” Element: Integration
Top-down or driven solely by citizenship team
Engagement & accountability from units across the company
Wells Fargo
Structure: created/organized/led by Government and Community Relations Department (foundation, community relations, environmental affairs, stakeholder engagement)
o Enterprise Stakeholders Council: Understanding and influencing reputation management issues company-wide
o Enterprise Stakeholders Council Working Group: Resource for the ESC council; assess and gather research and information
o Reputation Management Committees: Building reputation in local markets
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“Accelerator” Element: Engaged Leadership
Leaders actions not communicating company values; citizenship seen by employees as lower importance
Engaged leaders trusted and respected by employees and stakeholders
Dina Gerdeman, HBS, “Pulling Campbell’s Out of the Soup” March 2013; http://hbswk.hbs.edu/item/7133.html
It was hard for me to imagine that we could inspire high performance with no employee engagement.
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I had to go out on a limb and talk about my vision for going forward in an uncomfortable way.
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Before you have the moral authority to lead your team, you have to inspire trust.
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… ‘winning’ on two fronts--in the workplace and in the marketplace.
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Campbell’s: Doug Conant, Former President & CEO
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“Accelerator” Element: Culture
• Low employee engagement• Low motivation• Lack of credibility behind
citizenship efforts
• High employee engagement• Pride in company• Belief in company values
Aetna & John W. Rowe, Former Chairman & CEO
Katzenbach, Steffen, & Kronley, Harvard Business Review, “Cultural Change that Sticks”, July/Aug 2012
… Leverage...the employees who are already aligned with their strategy and desired culture.
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… Culture as a competitive advantage—an accelerator of change, not an impediment.
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You can’t trade your company’s culture in as if it were a used car.
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Culture must be measured and monitored.“ ”
High Impact Corporate Programs
Criteria
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BUSINESS RELEVANCE• Meets/exceeds stakeholder expectations
• Issue(s) are/is a priority to stakeholders, particularly employees
• Alignment with company focus and strengths• Alignment with/relevance to the company and its business model (consider resources, externalities,
physical presence, capacity/skills, etc.)
STRATEGIC GOALS AND CLEAR METRICS• Impact potential and ROI
• Clearly defined goals with realistic potential to achieve (or evidence of achieving) results (social and business) that can be measured on the targeted issue(s)
STRONG CAPACITY• Capable Partners
• Strategic leveraging and selection of partners including grantees (considering business and social implications simultaneously) that help achieve social impact goals.
• Internal Capacity• Programs are aligned with internal capacity around leadership, culture, and integration
STAKEHOLDER ENGAGEMENT• Communications – internal and external
• Transparency and strategic messaging that informs and engages in a credible way
Characteristics of Impactful Programs
Best Practice Examples
High Impact Program: Unilever
Lifebuoy: Help a Child Reach 51. Background: 1,600+ children under five die each day from diarrhea caused
by the inter-related issues of poor sanitation, hygiene and unsafe water. Washing hands with soap is one of the most effective and inexpensive ways to prevent disease
2. Aim: Reduce diarrheal disease by changing the handwashing behavior of 1 billion people in Asia, Africa, and Latin America by 2020
3. Method: Utilize Unilever’s strengths as a CPG provider and established brand to promote the benefits of using soap and washing hands through consumer, employee and public policy advocacy programs
BUSINESS RELEVANCEMeets/exceeds stakeholder expectations• Four years of double-digit growth for Lifebuoy
Alignment with company focus and strengths• Increased hand washing Increased soap use• Uses core product to decrease preventable disease
STRATEGIC GOALS AND KEY METRICSImpact potential and ROI• 257 million people reached since 2010, (74 million were reached in 2014)• Soap consumption growth of 11% after rural community outreach program
STRONG CAPACITYCapable Partners• USAID (distribution expertise) • Maternal and Child Health Integrated Survival Program (community health expertise)• Events partners (increased visibility):
• UN General Assembly • Regional water, sanitation and hygiene summits
Internal Capacity• Understanding of triggers, barriers and motivators that generate sustained behavior shifts
STAKEHOLDER ENGAGEMENT• Reach stakeholders in villages: children, teachers, parents, expecting mothers, community members
High Impact Program: UnileverCharacteristics of Impactful Programs
MEETS/EXCEEDS STAKEHOLDER EXPECTATIONS
• Handwashing program has driven four years of double-digit growth for Lifebuoy
ALIGNMENT WITH COMPANY FOCUS AND STRENGTHS• As a CPG provider, Unilever benefits directly from the increased soap usage aligned with
increased hand washing and can decrease preventable disease with one of its core products• Unilever’s strength in innovation makes hand hygiene easier and more interesting for children, so
that they are more likely to adopt good handwashing practices from a young age.
High Impact Program: UnileverBusiness Relevance
Increasing handwashing will further increase
the use of Lifebuoy
Stronger business performance will enable delivery of better hygiene to
more people
Vision for more hygienic, healthier
and ultimately more vital
communities through increased
handwashing
IMPACT POTENTIAL AND ROI• Goal: Change the hygiene habits of one billion people in Asia, Africa and Latin America by 2020• 257 million people reached since 2010, of whom 74 million were reached in 2014.
High Impact Program: UnileverStrategic Goals and Key Metrics
Example 1: Uttar Pradesh, India • Soap consumption grew by 11% after a rural community outreach program was implemented, compared to
a 1% growth in soap consumption in a similar, neighboring state where the program was not implemented.
Example 2: Malaysia • From March to June 2011, 80 “Little Doctors” were recruited to educate 150,000 children. The program
was backed up with mass media and involvement by celebrities and key opinion leaders to raise the profile of hygiene in Malaysia generally, with the campaign reaching an audience of over 14,000,000.
Make a positive contribution to society
while protecting the planet for future
generations
Draw resources and innovation to make
program even bigger, benefitting both businesses and communities
Deliver better hygiene to more people
If more people buy soap, the market for
this product increases
CAPABLE PARTNERS• NGO partners provide monitoring/evaluations; Governments/schools increase ability to scale • Event partners such as the UN General Assembly; regional water, sanitation and hygiene summits,
Global Handwashing Day, World Toilet Day, and International Women's Day provide visibility
INTERNAL CAPACITY• As a leading producer of consumer goods that people use every day, Unilever brings its
understanding of the triggers, barriers and motivators that generate sustained behavior shifts.
High Impact Program: UnileverStrong Capacity
Partner Example 1: Neonatal Program • USAID provides distribution expertise• Maternal and Child Health Integrated Survival Program provides community health expertise
Partner Example 2: Water & Sanitation for the Urban Poor (WSUP)• WSUP provides implementation expertise and engenders local trust• In Bangladesh, WSUP helped the Lifebuoy brand launched its 21-day School of 5 activation pilot campaigns in urban and
rural areas• In Kenya, the Lifebuoy brand team co-hosted a workshop with WSUP, attended by key government sanitation and education
departments to discuss and agree the best way to implement the Handwashing Behavior Change Program in Kenya.
Internal Capacity Example: Unilever 4-Step Process• New methodology to drive sustained behavior change. • Developed using the Lifebuoy brand’s experience gained over many years through its programs in Asia and Africa, the new
approach ensures that people not only understand why washing hands with soap is important but also rewards them for practicing the new habit over 21 days.
• By running behavior change programs among all the main stakeholders in villages – schoolchildren, teachers, parents, expecting mothers, community members – Unilever has been able to achieve a dramatic reduction in disease
• By partnering with other Unilever brands, Lifebuoy is able to offer key stakeholders, such as schools, governments and NGOs, a comprehensive and cost-effective package of behavior change to address fundamental health needs
• Lifebuoy continues to establish mutually beneficial partnerships with private and public sector organizations worldwide, which are key to a successful delivery of the behavior change agenda
• Shared commitment to health and hygiene• Throughout the Lifebuoy brand’s heritage of running hygiene promotion programs, the Lifebuoy
brand team has built valuable hygiene marketing skills; In order to share its knowledge and skills with public sector partners, the team has developed a skills development program to illustrate that, by working together, Lifebuoy campaigns can have a greater impact on promoting positive behavior change.
High Impact Program: UnileverStakeholder Engagement
High Impact Program: Pfizer
Alliance for a Healthy Border
1. Background: Nationwide, Hispanics are almost twice as likely to have diabetes as non-Hispanic whites. In some border locations, the diabetes rates are 2.5x the national average. – Cardiovascular disease accounts 31% of all deaths in the Hispanic population nationwide with
the highest rates occurring in the border region
2. Aim: To reduce modifiable risk factors associated with diabetes and cardiovascular disease along the U.S. - Mexico border.– To establish and/or expand existing cardiovascular disease and diabetes prevention program
targeting the Hispanic and Latino population along the border and to promote best practices in the prevention of these diseases
– Align with CDC’s cardiovascular health goals
3. Method: Provide support to 12 federally qualified community health centers and six community foundations in selected cities along the United States-Mexico border to help them establish or expand programs designed to prevent diabetes and cardiovascular disease among the Hispanic population.
BUSINESS RELEVANCEMeets/exceeds stakeholder expectations• Focus on elimination of health disparities through community investmentAlignment with company focus and strengths• Focus on relevant diseases to core business• Leverage company resources and knowledge to decrease preventable diseases
STRATEGIC GOALS AND KEY METRICSImpact potential and ROI• Positive behavioral changes that lead to improved health outcomes • More than 4,000 adults received intensive intervention and participated in the evaluation• Over 48,000 persons screened during community health fairs or other community outreach activities
STRONG CAPACITYCapable Partners• Federally qualified U.S. community health centers and community foundations• Community foundations and state secretaries of health (Mexico)• Events partners (increased visibility):
• American Diabetes Association, American Heart Association, CDC, National Association of Community Health Centers, Pan American Health Organization, US Mexico Border Health Commission
• Congressional Hispanic Caucus, Governors, League of United Latin American Citizens, La RazaInternal Capacity• Understanding of disease states and prevention measures
STAKEHOLDER ENGAGEMENT• Build partnerships with stakeholders in health and advocacy organizations
High Impact Program: PfizerCharacteristics of Impactful Programs
MEETS/EXCEEDS STAKEHOLDER EXPECTATIONS• Build and strengthen relationships with key stakeholders (health and governmental
organizations,, politicians, advocacy groups)• Position Pfizer as a credible partner in addressing health disparities
ALIGNMENT WITH COMPANY FOCUS AND STRENGTHS• Focus on relevant diseases to core business• Leverage company resources and knowledge to decrease preventable diseases
High Impact Program: PfizerBusiness Relevance
Allocate resources to
focus on health disparities
Enhance reputation and gain credibility
with key stakeholders
Position Pfizer as a strong partner
in addressing health issues in
underserved populations
IMPACT POTENTIAL AND ROI• Goal: reduce modifiable risk factors associated with diabetes and cardiovascular disease along
the U.S. - Mexico border.• Discover which programs had positive health outcomes and then find best practices from
those programs that could be shared (e.g. bilingual layperson intervention and follow-up)• Signal to key stakeholders and public at large that Pfizer has a vested interest in prevention
High Impact Program: PfizerStrategic Goals and Key Metrics
Example 1: Decreased Body Mass Index (BMI)• After 6 months, 77% of all participants had decreased BMI from baseline
Example 2: Decreased Fasting Glucose • After 6 months, 61% of all participants reduced their fasting glucose
Provide support to proven programs in
each community ($160K per health center over two
years)
Focus on individual behaviors toward physical activity,
nutrition and disease prevention
Deliver culturally-sensitive
educational programs
Behavioral changes leading to improved health outcomes like lower glucose level, BMI and cardiac risk
factor
CAPABLE PARTNERS• Federally qualified community health centers are trusted organizations in communities• UT Pan-American is a credible evaluation partner in the region• Partners such as ADA, AHA, National Council of La Raza and Congressional Hispanic Caucus
provide visibility
INTERNAL CAPACITY• Leverage resources and leadership position to highlight health disparities and share knowledge to
prevent disease and improve health outcomes
High Impact Program: PfizerStrong Capacity
Partner Example 1: Congressional Hispanic Caucus•Testify before the Caucus to draw attention to and highlight the issue of health disparities•Share best practices to promote prevention of diabetes and cardiovascular disease
Internal Capacity Example: Alliance for a Healthy Border Conference•Pfizer-sponsored conference for grantees and other organizations• 70 community health centers and organizations, CDC, US Mexico Border Health Organization,
National Hispanic Caucus State Legislators, Health Secretaries of Mexican Border States
• Supporting trusted healthcare providers was key in achieving positive health outcome changes• Assist health centers with capacity-building
• Partner with key stakeholders to highlight issues of disparity and promote best practices• Leverage Pfizer’s position to bring issues to the forefront
High Impact Program: PfizerStakeholder Engagement
Example 1: Events with Health Centers and Key Political Figures•Bill Richardson and a community outreach event in New Mexico•Surgeon General Carmona as keynote speaker at Alliance for a Healthy Border Conference
Example 2: Promote the Initiative at National Conferences •National Hispanic Medical Association Annual Conference, LULAC’s National Convention & Exposition, La Raza’s Annual Conference, National Community Health Center Week, the Congressional Hispanic Caucus Public Policy Conference and the Bi-National Health Week
Assessing Your Program
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Each of the Four Elements Brings aCrucial Attribute to the Citizenship Efforts
LEADERSHIP
Supported
STRATEGYImpactful
CULTURE
Credible
INTEGRATION Aligned
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Assessing Strength of the Framework
Strength of the Accelerators(Culture & Engaged Leadership)
Strength of the
Fundamentals (Integration &
Strategy)
Fundamentals outpacing accelerators = UNSUSTAINABLE PROGRAMS
Accelerators outpacing
fundamentals =UNUSED
POTENTIAL
SUCCESSFULLYALIGNED
PROGRAM
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BUSINESS RELEVANCE• Meets/exceeds stakeholder expectations
• Issue(s) are/is a priority to stakeholders, particularly employees
• Alignment with company focus and strengths• Alignment with/relevance to the company and its business model (consider resources,
externalities, physical presence, capacity/skills, etc.)
STRATEGIC GOALS AND CLEAR METRICS• Impact potential and ROI
• Clearly defined goals with realistic potential to achieve (or evidence of achieving) results (social and business) that can be measured on the targeted issue(s)
STRONG CAPACITY• Capable Partners
• Strategic leveraging and selection of partners including grantees (considering business and social implications simultaneously) that helps achieve social impact goals.
• Internal Capacity• Programs are aligned with internal capacity around leadership, culture, and integration
STAKEHOLDER ENGAGEMENT• Communications – internal and external
• Transparency and strategic messaging that informs and engages in a credible way
Assessing Programs Against Criteria
Business Relevance: Identifying Priority StakeholdersPo
wer
/ Im
pact
on
Com
pany
LOW
HIG
H
HIGH
LOW
Stakeholder Interest in Corporate Citizenship
Local Communities
Consumers Government NGOs
Employees
Scientists
Stakeholders can be prioritized by many different variables, depending on your company’s situation and the pressures it faces:
• Level of power/impact on the company; level of publicity/ability to influence others; value of relationship to the company
• Level of interest in corporate citizenship issues
Example:
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Prioritization of
expectations
Issue selection
Clear Goals with
buy-in from
senior leaders
EFFECTIVE CITIZENSHIP STRATEGY leveraging
company’s unique assets
EMPLOYEES
External Stakeholders
Engaged Leadership
External Stakeholders Respect and Trust Company
Engaged Employees With Pride in the Company
Business Relevance: Meeting Stakeholder Expectations
PROGRAM STRATEGY
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Strategic Goals and Clear Metrics:Aligning Program Goals with Company Goals
Corporate Citizenship VisionCorporate Citizenship Issues/Focus Areas
Environmental Sustainability
Diversity &
Inclusion
Responsible Bus. Processes:
Compliance, Ethics, Political Involvement
Health:
Alignment with Business Focus on
Health Issues
Community:
Consistent Regional
Approach
Employee Engagement:
Recruitment, Retention, Morale
WHAT ARE THE COMPANY’S ACTUAL GOALS FOR EACH OF THESE ISSUES?
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Strategic Goals and Clear Metrics for Programs
IMPACT
If these benefits to clients are achieved, then certain changes in organizations, communities or systems will occur
OUTCOMES
If you accomplish your planned strategies, then clients will benefit in certain ways
OUTPUTS
If your strategies are fully implemented and of high quality, then the amount of service/product will be produced
STRATEGIES
If you have the necessary resources, then you can use them to implement the strategies
RESOURCES/INPUT
Resources needed to operate your program effectively and efficiently
External Influences
& Related Programs
IMPACT EXAMPLE:Clean, sustainable environments for the communities in which we operate;
Improved reputation with priority stakeholders
Developing a New Program
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Building a Major Program/Initiative Strategy: Outline
Analyzing/Understanding the issue• Working with internal and external experts to assess and
understand the issue
Defining outcomes and metrics• Utilizing an outcomes framework
Developing the strategy• Assessing possible approaches/options• Developing the strategic approach
Building the implementation plan
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UNDERSTAND THE ISSUE AND THE LANDSCAPE: • Issue Expertise - Consider working with an advisor or issue-based expert to
identify levels of the problem, priority needs, potential solutions, and metrics for progress
• Do you have internal knowledge and expertise on the issue?• Do you need credible advisors to better understand the issue and
engage with stakeholders?
• Landscape Assessment - Assess the landscape of organizations and companies addressing the issue
• What are your competitors doing?• What roles are needed to address the issue effectively? • What are the strengths and weaknesses of the organizations currently
addressing the issue?• What is the potential role for your company? What is the potential for
significant impact?
Assessing the Issue
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IDENTIFY POTENTIAL STRATEGIC APPROACHES: • Compile a list of possible interventions and the role your company could play to
address the issue taking into account the following factors:• Business Relevance
• Relevance to your assets
• Relevance to your expertise
• Impact• Potential impact from your company in this role
• Geographic scope necessary for impact
• Need• Need for new entrants
• Capacity• Potential partners
• Resources• Financial commitment
• Time commitment
Steps for Moving From Outcomes to Strategies: Identify Strategic Approaches
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Business Relevance Social Impact Need Partner Capacity
Resources
Alignment with
stakeholder expectations
Relevance to
expertise and assets
Potential company
impact on issue
Geog. scope
Need for new entrants
Potential partners
Financial commit
Time commit
APPROACH #1
Lead role
Partner role
Supporter/funder role
APPROACH #2
Lead role
Partner role
Supporter/funder role
Selecting Your Strategic Approach: A Decision Scorecard
Open Discussion
