creating shared value: the path to economic and social ... files/20140128... · creating shared...

The ideas drawn from “Creating Shared Value” (Harvard Business Review, Jan 2011) and “Competing by Saving Lives” (FSG, 2012). No part of this

publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopying,

recording, or otherwise—without the permission of Michael E. Porter. For further materials, see the website of the Institute for Strategy and

Competitiveness, www.isc.hbs.edu, and FSG website, www.fsg.org.

Professor Michael E. Porter Harvard Business School

BBA Chairman’s Luncheon

Birmingham, AL January 28, 2014

Creating Shared Value: The Path to Economic

and Social Prosperity for Birmingham

http://www.isc.hbs.edu/







http://www.fsg.org/

http://www.fsg.org/

http://www.fsg.org/

http://www.fsg.org/

http://www.fsg.org/

20140128—Birmingham Business Alliance CSV presentation—FINAL Copyright 2014 © Professor Michael E. Porter 2

• Only business can create economic prosperity, through meeting

needs at a profit

• Societies everywhere are facing significant social, environmental

and economic development challenges

• Government and NGO’s lack sufficient resources and

capabilities to fully meet these challenges alone

• Corporate social responsibility efforts are greater than ever, but the

legitimacy of business has fallen

We need a new approach

The Role of Business in Society


The Role of Business in Social and Economic Development Evolving Approaches

Philanthropy

• Donations to worthy

social causes

• Volunteering



Corporate Social

Responsibility

(CSR)

Philanthropy


social causes

• Volunteering

• Compliance with

community standards

• Good corporate

citizenship

• “Sustainability”

• Mitigating risk and

harm

• Improving trust and

reputation



Corporate Social

Responsibility

(CSR)

Creating Shared

Value

(CSV)

Philanthropy


social causes

• Volunteering

• Compliance with

community standards

• Good corporate

citizenship

• “Sustainability”

• Mitigating risk and

harm

• Improving trust and

reputation

• Addressing societal

needs and challenges

with a business model


• Social deficits and environmental impact create economic costs for companies

• Community weaknesses affect company productivity

• Social needs represent the largest unserved market opportunity

Company

Productivity

Workforce

Skills

Worker Safety

Environmental

Improvement

Education

Water Use

Energy

Efficiency

Health

Affordable

Housing

Community

Economic

Development

Opportunities for Shared Value


Levels of Shared Value

I. Reconceiving needs, products, and customers

– Meeting societal needs through products

– Serving unserved or underserved customers

II. Redefining productivity in the value chain

– Utilizing resources, energy, suppliers, logistics, and employees differently

III. Improving the local and regional business environment

– Improving skills, the supplier base, the regulatory environment, and

supporting institutions that affect the business

– Strengthening the cluster on which the company depends

• Strengthens the link between company success and community

success


Shared Value in Products Dow Chemical

• Dow recognized that global social issues represent its largest market

opportunities

• Created the “Breakthroughs to World Challenges” Program

– Each business unit was challenged to apply Dow’s tradition of “solutionism”

through innovation to a range of global problems inspired by the Millennium

Development Goals

• One of Dow’s business units developed Omega-9 canola and sunflower seeds

that produce cooking oil with no trans fats and low saturated fats

• The technology yields twice the oil per hectare for farmers than soybeans,

raising farmer and farmland productivity

• The oils have longer shelf life and usage life for food processors

• Has become one of Dow’s largest selling product lines, with 2012 total revenues

of approximately $700 million


Shared Value in the Value Chain Intercontinental Hotels Group

• Energy represents the second highest cost in a hotel, with water use and

waste also significant

• IHG introduced the GreenEngage program in 2009 to address its

environmental footprint as an efficiency improvement opportunity

• Over 1,900 IHG hotels are using the Green Engage tools to enhance

environmental and economic performance

• IHG hotels have achieved energy savings of up to 25% to date, and other

improvements are following

• Environmental performance also differentiates IHG hotels with consumers and

corporate clients


• Companies, working individually and collaboratively, can catalyze major

improvements in the local business environment in the regions where

they have major operations

– E.g., skills availability, supplier availability, supporting institutions,

infrastructure, and regulatory framework

• Building a strong local cluster in its field improves company productivity

while raising regional competitiveness

– This strengthens the link between a company’s success and

community success

Improving the Local Business Environment


Massachusetts Life Science Cluster


Shared Value in the Local Business Environment Cisco Networking Academy

• Cisco established the Networking Academy to train network operators

• The company has trained 4 million young people from 165 countries in

ICT skills

• 70% of graduates have attained a new job, or a better job at their existing

employer

• The Networking Academy has alleviated a key workforce constraint for

not only the company but for Cisco customers, increasing industry growth

• The program strengthens Cisco’s relationships with suppliers, customers

and government


Purchaser Direct institutional

purchasing toward local

businesses

Real Estate

Developer Use real estate

development for local

economic growth

Employer Offer employment

opportunities to local

residents

Workforce

Developer Address local

workforce needs

Core Product /

Service Provider Tailor core products /

services to serve the

community

Community

Infrastructure

Developer Build local community

capacity

Cluster Anchor Stimulate growth

of related businesses and

institutions

Economic &

Community

Vitality

Driving Economic Development: The Role of Anchors


Partnering for Shared Value

NGOs

• Hold business accountable

• Seek donations

• Partner with business to implement

and scale shared value solutions

• Invest with companies, NGOs and

government to enable shared value

solutions

Foundations

• Donate to charitable causes

Government

• Regulate how businesses

operate

• Operate social programs

• Tax businesses

• Regulate to encourage market

solutions

• Partner to deliver shared value

solutions to delivering social services

• Jumpstart market solutions through

purchase commitments or subsidies

• Invest in infrastructure to enable

shared value approaches (e.g. roads,

skills)

• Partner on business environment

improvements

Competitors

• “Brand” solo social initiatives


Creating Shared Value: Where is the Opportunity?

Nestlé

Water Rural

Development

Nutrition

• Opportunities to create shared value are inevitably

tied closely to a company’s particular businesses


• Natural, fresh, organic, and freshly prepared foods and

health items with excellent service at premium prices

• Cater to specialized nutritional requirements (gluten

allergies, vegan, etc.)

• Serve educated customers who are passionate about

food and a healthy lifestyle

• Well-lit, inviting supermarket store formats with

appealing displays and extensive prepared foods

sections

• Produce section as “theater”

• Café-style seating areas with wireless internet for

meals and meetings

• Each store carries local produce and has the authority

to contract with the local farmers. Company provides

low-interest loans if needed

• Nutrition information and education provided to

shoppers along with products

• High touch in-store customer service via

knowledgeable, flexible, and highly motivated

personnel

• Flat compensation structure

• Own seafood procurement and processing facilities to

control quality, sustainability and price from the boat to

the counter

• Heavy emphasis on environmental sustainability in all

activities

• Emphasis on supporting community development

Value Proposition Distinctive Activities

• Whole Foods is the most economically successful food retailer in North America

• Successful strategies in the future will embody a significant shared value dimension

Shared Value and Company Strategy Whole Foods Markets


Purpose Based Strategic Positioning

Traditional Positioning New Positioning

• Food and Beverage

Company

• Nutrition, Health and Wellness

Company

Nestlé

• Footwear and

Apparel Company

• Health and Fitness Company Nike

• Scientific and Laboratory

Instruments Company

• Making the World Healthier,

Cleaner, and Safer

Thermo

Fisher

Scientific

• A clear social purpose opens up new opportunities for growth and profitability, while

motivating and attracting consumers, business partners, employees, shareholders, and

the public


Comparative U.S. Metro Area Prosperity Performance 2001 to 2012

Real Growth in Gross Domestic Product per Capita, 2001 to 2012

Gro

ss

Do

mes

tic P

rod

uct

pe

r C

ap

ita,

20

12

New York

Los Angeles

Chicago

Washington

Houston

Dallas

Philadelphia

San Francisco

Boston

Atlanta

Miami

Seattle

Minneapolis

Detroit

Phoenix

San Diego

Denver

Baltimore

St. Louis

Charlotte

Pittsburgh

Tampa

Riverside

Kansas City Cleveland

Orlando

Indianapolis

Cincinnati

Columbus

Sacramento

Austin

Las Vegas

Hartford

Milwaukee

Bridgeport, CT

San Antonio

Nashville

Virginia Beach

New Orleans

Salt Lake City

Providence

Memphis

Richmond

Jacksonville

Oklahoma City

Louisville Raleigh Birmingham

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

$65,000

$70,000

$75,000

$80,000

$85,000

-1.5% -1.0% -0.5% 0.0% 0.5% 1.0% 1.5% 2.0%

Portland

(3.78%)

San Jose

(2.76%, $90,528)

U.S. Metro Average GDP

per Capita: $45,604

U.S. Metro Average GDP per Capita

Real Growth Rate: 0.57%

Source: Bureau of Economic Analysis

Notes:. Data in 2005 constant dollars; compound annual growth rate on real values. 50 largest of 363 U.S. MSAs are displayed.

High but declining

prosperity versus U.S.

High and rising

prosperity versus U.S.

Low and declining prosperity

versus U.S.

Low but rising prosperity

versus U.S.


Change in Birmingham Share of National Employment, 2001 to 2011

Bir

min

gh

am

Nati

on

al

Em

plo

ym

en

t S

hare

, 2

011

Employees 2,000 =

Cluster Composition of the Birmingham Economy, 2011

Source: Prof. Michael E. Porter, Harvard Business School; U.S. Cluster Mapping 2014 Benchmark Definitions (Delgado-Porter-Stern 2013), Richard Bryden, Project Director.

Insurance Services

Plastics

Metalworking Technology

Recreational and Small Electric Goods

Biopharmaceuticals

Automotive

Wood Products

Livestock Processing

Lighting and Electrical Equipment

Nonmetal Mining

Textile Manufacturing Water Transportation

Music and Sound Recording

0.0%

0.5%

1.0%

-0.5% 0.0% 0.5%

Construction Products

and Services (1.1%)

Forestry

(1.3%)

Upstream Metal

Manufacturing

(.58%, 1.4%)

Coal Mining

(1.0%, 3.0%)

Birmingham Share of US

Traded Employment: .34%

Average change in Birmingham Share

of US Traded Employment: -0.028%

Environmental

Services (-.79%)

Electric Power Generation

and Transmission (.82%)

Information Technology and

Analytical Instruments

Paper and Packaging

Business Services

Distribution and

Electronic Commerce

Marketing, Design,

and Publishing

Production Technology

and Heavy Machinery

Oil and Gas Production

and Transportation

Aerospace Vehicles and Defense

Food Processing

and Manufacturing

Downstream Metal Products

Education and Knowledge Creation

Financial Services

Hospitality and Tourism

Transportation and Logistics Printing

Services

Communications Equipment and Services


Regional Value Proposition

Developing a Regional Economic Strategy

• What is the distinctive competitive position of a geographic area

given its location, legacy, existing strengths, and potential strengths?

– What unique advantages as a business location?

– For what types of activities and clusters?

– What roles with the surrounding regions, countries, and the global economy?

Developing Unique Strengths Achieving and Maintaining Parity

with Peers

• What elements of the business

environment can be unique strengths

relative to peers/neighbors?

• What existing and emerging clusters

can be built upon?

• What weaknesses must be addressed to

remove key constraints and achieve parity

with peer locations?

• Priorities and sequencing are a necessity in economic development


The Purpose of Business

• The purpose in business is to create economic value while creating shared

value for society

• Businesses acting as businesses, not as charitable givers, are arguably the

most powerful force for addressing many of the pressing issues facing our

society

• Shared value will give rise to far broader opportunities for strategy and

economic value creation and will drive the next wave of innovation,

productivity, and economic growth

• A transformation of business practice around shared value will give purpose to

the corporation

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