Shared Value in Emerging Markets: How Multinational Corporations Are Redefining Business Strategies to Reach Poor or Vulnerable Populations

This report illuminates the enormous opportunities in emerging markets for companies to drive competitive advantage and sustainable impact at scale. It identifies how over 30 companies across multiple sectors and geographies design and measure business strategies that also improve the lives of underserved individuals

Reckoning, Repair, and Change; How Business Leaders Can More Effectively Advance Racial Equity and Competitive Advantage

As corporate leaders pledge their commitment to diversity, equity, and inclusion, they need a way to fulfill their promises. Designed for CEOs and corporate executives, this primer offers practical tools and examples to help companies transform pledges into action

Creating Shared Value in India: How Indian Corporations Are Contributing to Inclusive Growth While Strengthening Their Competitive Advantage

Leading companies are finding new ways to accelerate growth and increase competitive advantage through innovative business models that meet societal needs at scale. These companies are "creating shared value" by using their core business processes and practices to enhance the competitiveness of companies while improving social and environmental conditions. The concept of Creating Shared Value (CSV) was introduced by the co-founders of FSG, Harvard Business School professor Michael Porter and senior fellow at the Harvard Kennedy School Mark Kramer, in several Harvard Business Review articles (most recently in January/February 2011). FSG's research in India has identified a number of highly innovative examples of shared value. In this paper, we highlight these examples and call on corporations, especially our largest ones, to lead the charge toward a strategy for growth that benefits all our citizens

Gaining Perspective: Lessons Learned From One Foundation's Exploratory Decade

Ten years after launching an ambitious strategy, the Northwest Area Foundation asked FSG to identify lessons learned from a decade of community-based work. In the period from 1998 to 2008, the Northwest Area Foundation made a big bet on an innovative approach to reducing poverty. Before that time, the Foundation awarded relatively short-term grants in a variety of program areas. In 1998, the mission was sharpened to a single purpose: to help communities reduce poverty. At the heart of the new strategy was a set of placebased, long-term commitments that were conceived as partnerships with entire communities.

Creating Shared Value in India

This report demonstrates that market-based solutions to social problems can and do create competitive advantage. Building on Creating Shared Value (CSV), the report offers detailed examples from both large corporations and small social enterprises in India that have developed highly innovative efforts to create economic value while addressing three urgent social issues: healthcare and sanitation, agriculture, and financial services, and calls on corporations to lead the charge toward a strategy for growth that benefits all the nation's citizens

Public authorities for entrepreneurship: a management approach to execute competitiveness policies

Decentralisation, globalisation and European Union cohesion and competitiveness agendas have shifted the focus of development policies from the central to the regional and local levels. Most studies on economic development are informed by macroeconomic and entrepreneurial theories, the normative implications of which are unclear for public authorities attempting to enhance competitiveness and entrepreneurship in their communities. This paper discusses the centrality of implementation efforts for the effectiveness of regional and local competitiveness programmes and policies. Striving to capture the challenges posed by the international literature, the paper presents a managerial approach, developed under an inductive – deductive method grounded in some Italian cases of entrepreneurial development. The intention is to provide a reference point for regional and local public managers whose task it is to select and execute actions and instruments to support businesses’ start up and growth

Perspectives on managerial flow

This paper provides a number of lessons learned about the managerial flow drawn from cases in a plethora of institutional and national settings. By employing a cross-case comparative method, the paper categorises experiences from Italy, the Netherlands, Serbia, Tanzania, the People's Republic of China, Singapore, New Zealand, and Australia. Using the framework of managerial gaps, actions and assets, we then reassess the managerial flow model to generate insights for academics, practitioners, and policy makers

Perspectives on managerial flow

his paper provides a number of lessons learned about the managerial flow drawn from cases in a plethora of institutional and national settings. By employing a cross-case comparative method, the paper categorises experiences from Italy, the Netherlands, Serbia, Tanzania, the People's Republic of China, Singapore, New Zealand, and Australia. Using the framework of managerial gaps, actions and assets, we then reassess the managerial flow model to generate insights for academics, practitioners, and policy maker