Social impact: An executive view

In today's socially conscious economy, three realities of "doing good"--social impact--are facing every business.

Executives know they have to do something about it. Several market pressures demand it: regulatory influences, sustainability trends, consumer preferences, corporate governance standards, philanthropic solicitations, and expectations of employees and recruits.

Executives are aware that the social impact activities going on within their companies are not well-organized, and the activities are not aligned with business goals.

Executives want to address social impact, but in the least expensive, least disruptive, and most bottom line-focused way possible.

A social impact strategy is the solution. But what does that entail? Here are a few examples:

Developing social impact key messages to build image and credibility, extend the reach of existing marketing activities, and add a new dimension to brand engagement strategy.

Conduct social impact training to better align a social impact program with an employee culture that achieves business goals.

Inspire an executive team to implement a social impact decision matrix or other formal but simple system to organize, capture, celebrate and measure evidence of social impact activities to maximize the return on a community engagement budget.

Food for thought, no?

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