“An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.”
– Martin Luther King Jr.
I’ve always had an inherent appreciation for diversity – yet my training and work in the evaluation space has fostered even greater realization that diversity is a critical component to both program design and evaluation. Continue reading
You’ve been hearing about the “external environment” “ecosystem” “collaboration” “collective impact” and “hubs, spoke, nodes, etc.” a lot lately. Have you been wondering how all these concepts should influence your organization’s strategic priorities? So have we. Continue reading
Companies are developing their corporate citizenship approaches and strategies based on three primary drivers: aligning with their purpose; addressing an operational issue; and/or supporting the communities where they have operations and employees.
Public media and high-profile stories surrounding companies and their corporate citizenship efforts tend to focus on the major programs and initiatives that the company has developed and promoted, such as Unilever’s Sustainable Living commitment (Purpose) or Starbucks’ focus on sourcing products responsibly (Operations).
The approach to community, however, tends to be less developed. Numerous companies state that they support the communities where their employees live and work, but with employees scattered around the globe in possibly hundreds of locations, companies struggle to develop an approach that effectively meets the needs of their various stakeholders in all of their localities.
Companies experience an increasing pressure to address critical issues, as well as communicate the activities and impact of the company in the communities where it operates, even in the most rural locations. As a result, there is a greater need for companies to develop an approach that addresses the issues and concerns of those stakeholders. Continue reading