CSR, Trust and the New Morality A return to the past?...2016/03/03 · Buying products and services...
Transcript of CSR, Trust and the New Morality A return to the past?...2016/03/03 · Buying products and services...
Trajectory Trends Breakfast March 2016
CSR, Trust and the New MoralityA return to the past?
Introduction
Defining the issue
Defining CSRThe academic perspective – meta-analysis
of multiple studies
Margolis (Harvard), Efenbein(Berkeley/Washington) and Walsh
(Michigan)
2007 and 2009 analyses based on 167 and 214 studies respectively
Overall conclusion – CSR generates a 13% uplift in company
performance
Pre-Recession: Green is Everything
‘Traditional’ ethical concerns drive ‘green’ CSR agenda and consumer spending
Recessionary concerns: Malfeasance, Cock-ups & Scrutiny
Myriad organisational scandals drive / caused by consumer focus on corporate practice
Business Priorities
33%
21%
11%
0%
5%
10%
15%
20%
25%
30%
35%
2003 2010 2015
% Mentioning
Environment as Priority
Corporate Tax Avoidance – 35%
Executive Pay – 34%
Workers being able to speak out – 20%
Exploitative labour – 19%
Bribery and corruption – 19%
Source: Ipsos Mori, 2015; n=997
Top 5 Issues, 2015
The Question
Google Tax Deal
More of the same?
VW Emissions Scandal
Back to the future?
Current Context
The Unlikely Rise of Trust
+17% trust in multinational business leaders 2014-15
+9% trust in national business leaders 2014-15
Why?
Fragile Recovery
-9.0%
-8.0%
-7.0%
-6.0%
-5.0%
-4.0%
-3.0%
-2.0%
-1.0%
0.0%
1.0%
2.0%
1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526
Total GDP, quarterly change after pre-recession
peak
80s recession
90s recession
Great Depression
Current downturn
2.4%GDP Growth in 2016,
OBR Forecast
November 2015
2.0%GDP Growth in 2016,
updated OBR
Forecast March 2016
“The Social Responsibility of Business is to increase its Profits”
Milton Friedman, New York Times Magazine 1970 (available online)
The New Morality in 2016
New Morality
2016
Demand for
Authenticity
New
Seriousness
‘Don’t know, don’t care’
approach to global issues
High(er) trust
Changing scandals Improving economic
environment
Continued
Austerity
External warning
signs
Ethical and price concerns
7%
19%
15%
23%
29%
26%
27%
20%
15%
9%
7%
3%
0% 20% 40% 60% 80% 100%
Buying products and services from
ethical companies
Getting the cheapest price when
shopping
Very much like me Like me Somewhat like me A little like me Not like me Not at all like me
Source: Trajectory Global Foresight, 2015; n = 501
The Future of CSR
A complicating factor
“The 20th-century corporation… was sustained by deep interdependencies with its populations.
That market form intrinsically valued its populations of newly modernizing individuals as its source of employees and customers; it depended upon its populations in ways that led over time to institutionalized reciprocities.
The ‘five dollar day’ was emblematic of this systemic logic, recognizing as it did that the whole enterprise rested upon a consuming population.”
Big other: surveillance capitalism and the
prospects of an information civilization Shoshana Zuboff, 2015
Big Data and CSR
Working Communities
The Ethical Employee
36% would work harder if their
company benefitted society
42% want to work for an organisation
that has a positive impact on the world
62% of millennials want to work for a
company that makes a positive impact
Global Tolerance, 2016
Fragmentation
Public Service CSR
The future of CSR
• Will ‘green’ issues ever dominate CSR agendas again?
• Is a fragmented CSR agenda asking too much of organisations?
• How can a business’s CSR programmes be communicated?
• Does greater trust increase the efficacy of CSR messages?
• What are the implications of a conflict between an organisations employees
and its customers?
• Is there any chance of a reciprocal relationship when it comes to data?
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