Summary

There are two fundamental reasons why it makes sense for business to act as a Force for Good.

 

The first is that the world is facing many major global problems, which will need applied ingenuity to solve. Of all the human institutions we could use, business has the most impressive track record of delivering innovative practical solutions to the widest range of problems.

 

The other reason is simply that it is in companies' own interest to do this. By helping to solve some of the key problems we all face, companies can generate more profit, and can build more resilient and sustainable business models.

 

The material below gives some examples.

  Sort by : Title Sort  Date 

posted by Admin  on July 21, 2008

A presentation given by Nicola Austin, Marketing Director of Opinion Leader Research, at the Tomorrow's Comany and OLR event, 'CSR in Recession'. In it she looks into consumer values and interest in sustainability and CSR.  You can hear the audio recording of the event to accompany this presentation here on forceforgood.com. 
     

posted by Admin  on December 2, 2008

The transcript of a speech made by professor Charles Handy in 1990 looking at what a company is for.
     

posted by Admin  on July 15, 2009

Later this year, the Government will launch a package to help SMEs better understand and respond to the opportunities and risks posed by the move to the low carbon economy as part of their UK Low Carbon Industrial Strategy. The package will consist of four key elements. One of which will be a guide for business, by business, on the uptake, development and marketing of low carbon solutions, to be produced this autumn, by Tomorrow’s Company, in partnership with businesses, Government and other organisations.  The guide is being supported by Halcrow, HSBC, Ogilvy & Mather, Marks & Spencer and the Carbon Trust, among others. This is laid out on page 74 of the document.
     

posted by Alex  on July 31, 2008

The paper proposes a framework to help organizations monitor levels of trust for different stakeholder groups.  Part I, contained in a separate document, examined various trust indicators to measure the relative presence or absence of trust, and the nature of that trust, in typical commercial relationships.  It also introduced new trust concepts and proposed a novel framework for classifying conditions that indicate trust.  Part II builds on these foundations and examines trust indicators for investors.  Examples are used to demonstrate various ways the framework can be applied to measure trust indicators for investors with distinct needs.
     

posted by Alex  on July 31, 2008

Higher levels of trust in business are known to reduce costs and improve business performance. This paper proposes a framework to help organizations monitor the efficiency of their business practices for indicating trustworthiness to stakeholder groups.  In Part I various trust indicators for customers are examined. Part II, contained in a separate document, examines trust indicators for investors.  New trust concepts are introduced and a novel framework is proposed for classifying conditions that indicate trust (such as the presence of name-brand products, organizational transparency, and warranties).  Examples are used to demonstrate various ways in which the framework can be applied to measure trust indicators for customers.
     

  Showing 1-5 of 13