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A Framework for Corporate Social Good
Instead of mirroring corporate practices, trust-based philanthropy listens to what communities want and need.
Instead of mirroring corporate practices, trust-based philanthropy listens to what communities want and need.
Indian companies tend to spend required social outlays on important stakeholder groups.
Employees who volunteer for social impact work may see careers harmed by sexist biases.
To address the COVID-19 pandemic and its economic disruptions, India’s government, businesses, and nonprofits had to work together. Their experience provides lessons for the world on crisis management.
While allies and advisors are important in our work, it’s more important to support and develop our own Indigenous power, leadership, and decision-making.
By building strategic alliances with investors and shareholders, Indigenous Peoples are proactively protecting their rights by urging corporate respect of those rights in routine operations.
Companies use charitable giving to disguise political lobbying.
Breaking down silos means starting from intersectionality and emphasizing climate justice.
The strategic alignment between business and corporate foundations, impact funds, and accelerators shows enormous potential for achieving social impact. But they can align in different ways, each with its strengths and weaknesses. A feature story in the Summer 2020 issue.
Since the Great Recession, leaders in finance and investing have aimed to make their industries more equitable, sustainable, and socially productive. Has the fight for financial reform found its moment amid the economic crisis sparked by the COVID-19 pandemic? A Case Study in the Summer 2020 issue.