Philantrocapitalism or "Creative Capitalism"?

Mike Edwards questions whether the trendy concept of philantrocapitalism exemplified by Bill Gates is as effective as the uncritical buzz it is generating.  And he raises questions worthy of consideration, including this one in his q&a:

…what are the actual effects of business involvement in activities that are intended to promote social change? Where is business involvement useful, where might it be damaging, and do we have the evidence to separate one from the other? Here’s a list of things that business could usefully do:

  • pay your taxes
  • don’t produce goods that harm people
  • pay decent wages and benefits
  • stop subverting politics
  • obey regulations in the public interest

The problem is, philanthrocapitalism does none of these things.

Well, business actually has a pivotal role to play beyond the basic code of decency Mike Edwards lists above.  As the primary force in the 21st century, the private sector can make enormous positive contributions into our lives. 

I am a strong advocate of engineering market forces to achieve positive change, marrying the business model to the social mission, as we’ve endeavored to do for the last fifteen years at PeaceWorks

And I am similarly an advocate of using entrepreneurial and creative practices commonly found in the private sector to maximize impact in civil society, as we try to do at OneVoice.

But beyond critical appraisal of "philantrocapitalism’s" effectiveness advocated in Mike’s article, what most resonates and troubles me about the unexamined noise with this and the broader concept of "corporate social responsibility" is that often it is used to mask dishonest or noxious behavior from corporations, to create bland appearances about business contributions to society while hiding under the carpet abhorrent behaviors that may be the primary driver of a business. 

Certainly, a company cannot justify or sugarcoat ruthless practices, or an underlying business model that harms people just by affixing the "csr" motto to its ads.  Unlike when people purchased indulgences from the medieval Church to swiftly absolve them for abominable sins, you cannot (or should not be able to) donate your way into brand heaven in the 21st century.

In sharp contrast to Mike’s provocative article, take a look at this piece in TIME Magazine where Bill Gates discovers the field of social entrepreneurship for humanity, dubbing it "creative capitalism."  Gates first announced this discovery in Davos back in January, where he was given 45 minutes to share how he conceived a utilitarian servile version of social responsibility.  It struck me he had just discovered and repackaged a field long in existence, just as he appropriated the netscape browser and apple’s operating system.

Social contributions should have a soul, a sentiment, and a sincerity of purpose.  Corporations are driven by human beings, so hopefully they will be driven to make our world better because this too is their world.  I have yet to meet a business person (or a human being) that does not care about the world.  But the trouble is that sometimes some corporate business models or junctures present people with concentrated profit-maximizing opportunities that cause harm to society overall.  And no amount of "CSR" should exculpate taking the wrong path - whether by lobbying the government to help a specific industry at the expense of the community or the environment, or by undermining competition, or any of the items in Mike’s list.

In the end, consumers will see through corporate efforts to manipulate causes just to make them look hip and responsible.  Alas, along with the unscrupulous corporation so too will fall the credibility of this important space - the sincere intersection between doing well and doing good.

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Marketing Smart: What do you do when gloom has conquered your brand?

What do you do when your formerly fun and irreverent brand has been threatened by months of media criticism over alleged corporate missteps? Regardless of where you stand on whether Microsoft tried to manipulate Yahoo or Jerry Yang missed an opportunity to drive shareholder value (or far harsher assessments including this one from Joe Nocera - and the counter-reply from the "fake Steve Jobs"), if you are part of Yahoo’s management - you need to get your team’s spirit back up, and you need to re-focus the world on the deep base of greatness and funk you’ve established over the years.

In a quirky way, this is exactly what this video, which is getting a lot of play and coverage, such as here, is achieving.

Matt at yahoo

Whoever came up with this move at Yahoo deserves a lot of praise.

Social Entrepreneurship Profile on BusinessWeek

Thanks to Stacy Perman for a profile about PeaceWorks, KIND, and OneVoice in BusinessWeek yesterday.

BusinessWeek logo null

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Ron Pundak, a Role Model

I heard Ron Pundak (the CEO of the Peres Center) most recently attended a meeting of a coalition of NGOs working for peace, and he was struggling because he is fighting a particularly noxious type of cancer, currently going through treatment.

I have always secretly and quietly admired Ron, and have always felt we need more people like him.  In a world filled with well-meaning mediocrity down to cynical manipulation, Ron never succumbs and always applies the highest standards to what he does.  We seldom speak about people we admire with the candor they deserve, unless they are no longer with us, which means we lose the opportunity to do the right thing at the right time.  Hoping that Ron will get stronger as we need him to continue to lead, I want to share why I so deeply am impressed with this man:

  • Because he is a Doer - he gets things done;
  • Because he works for the mission, not for the institution; if they conflict, in everything I’ve ever seen from Ron, the mission always takes precedence; he eschews jealousies in favor of positive partnerships; he thinks long-term; he doesn’t lose sight of his ultimate purpose;
  • Because he is humble and down-to-earth, never seeking praise or the limelight, always just doing the right work;
  • Because he is a solid manager and coach;
  • Because he is an extraordinary thinker;
  • Because he is a mentsch - a real human being - who treats everyone with dignity and respect, Israeli or Palestinian, President or janitor.

Making Adulterers Pay

Pom Wonderful did something, err, wonderful for the food industry by fighting to uphold the standards of the category in which it leads, pomegranate juice, to the point of successfully suing unscrupulous new entrants who tried to ride on its coattails by marketing lower grade products as if they were the real thing:

"Consumers buy the products to gain the health benefit - if that is not present then there are problems for the category. The Federal Trade Commission (FTC) and the Food and Drug Administration (FDA) should be more active in this area but we all know how under resourced they are. We are trying to protect the integrity of the category." Rob Six, spokesperson for Pom Wonderful

"Purely Juice", a company that claimed to sell purely pomegranate juice that was in fact primarily cane sugar and corn sweetener was ordered to pay $1.5mm to Pom.

The category for healthful snacks where KIND leads gets similarly hurt when consumers are duped into buying "natural" "nutritional" and "energy" bars whose ingredients contain refined sugars like high fructose corn syrup and refined flowers and hydrogenated oils, contributing to the diabetes and obesity epidemics overtaking America.  Similar enforcement action should follow for companies - big or small - that manipulate what it means to be "all natural" and "healthful."

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Jewcy to Jerusalem Post

Two articles recently posted on PeaceWorks and OneVoice and our efforts…

JEWCY.COM: Peace Through Pesto: Daniel Lubetzky Schools Us on Building Bridges and Empowering Moderates,  by Helen Jupiter, July 11, 2008

and

JERUSALEM POST, Don Quixote comes to Israel, Jul 24, 2008, by Heather Robinson

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Shallow Marketing

I was struck at this Fancy Food Show at how many companies are starting to tie their new products to commitments to give donations to social causes.

You’d think that is great and to be encouraged, but I was quite turned off, because it was so clear that to a lot of these companies it was not a true mission with sincerity of purpose, but a shallow gimmick. 

The concept of "we donate X% of our profits to Y Cause" is being manipulated to the detriment of efforts that are sincere and real.  I wish some third party organization fostering transparency in socially responsible business behavior would audit/inspect claims in this field.

I asked a few of them which organizations they donated to, or how much they had donated, and most said, "well, we are not profitable yet, so we haven’t donated anything." [And some had been in business for a few years already]

Isn’t it unethical to claim you are donating something when you are not?  Ok, you are not profitable yet? And you can’t find it logical to donate something?  Then you are not entitled to make the claim that you are donating!

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Definition: Complementary Comparative Advantage

David Ricardo introduced the theory of "comparative advantage" - advising that each country has the ability to produce a good at lower cost, relative to other goods, compared to another country.

Ricardo’s theory advises countries to specialize in the production of goods and services they can produce most efficiently - or with lowest relative costs. 

Complementary Comparative Advantage involves identifying countries (or parties or companies) where each has a comparative advantage over complementary areas of production - so that partnering will bring both economic benefits. 

This was the language I used in my college thesis and law school work to explain the economics of peacemaking.

When we started PeaceWorks in 1993, we relied on this theory to encourage Israeli food manufacturers to purchase their olives from Palestinian growers, their sun-dried tomatoes from Turkish growers, and their glass jars from Egyptian manufacturers.

Another requirement of PeaceWorks is to ensure symmetry in economic relations, which is another prerequisite to ensuring or maximizing the chances of positive impact from economic cooperation.  Besides the agricultural field, where Israelis and Palestinians and other Arabs can make symmetrical contributions, other areas in the Middle East where there are symmetrical complementary comparative advantages include the textile sector, and the area of Dead Sea cosmetics, where we dabbled in 1993. Furniture (where Palestinian craftsmanship from Gaza has a lot to offer) is another area ripe for collaborative cooperation, as is construction, and of course tourism.  Business leaders like Dov Lautman have spearheaded cooperation in the textile industry between Israel and Jordan, between Israel and Egypt, and within Israel between Jews and Arabs cooperating side by side.

As my prior post notes, Zvi Schreiber has now also proven that even in the hi-tech world you can achieve worthwhile synergies between Israelis and Palestinians.

What is Possible?

About two and a half years ago I was approached by Zvi Schreiber with a dream he had: to build a hi-tech joint venture between Israelis and Palestinians.  I had started joint ventures in the food industry between Palestinians and Israelis and we had a mutual friend, Alvaro Aguirre, who had encouraged Zvi (who was a very successful internet entrepreneur) to exchange notes.  I believe we spoke briefly and I tried to share a couple thoughts, but in the back of my mind I frankly was worried about his project and a bit skeptical whether he’d succeed, given all the obvious challenges during the political and economic environment, but also the prospect of cooperation in the tech space given the overall disparities between Israelis and Palestinians in high-tech skills.  After all, economics of peacemaking that PeaceWorks bases itself on require complementary comparative advantages.

Well, Zvi more than did it.  G.ho.st is a hot start-up with a hot product and great potential.  The New York Times just wrote about it.  And in Ramallah, G.ho.st is the pride of the town.  It is also winning rave reviews from Wall Street to Sillicon Valley.  And it is at the forefront of efforts where Israelis and Palestinians are cooperating on a daily basis to build a business platform and in the process build understanding.

What most excites me about this is that my pessimism was proven wrong.  So many times people have ideas and are discouraged from pursuing them.  Yes, it is healthy to have someone to question all your assumptions and to ask the tough questions.  But it is also important for people to JUST DO IT some times.  And Zvi is doing it!  Read the NYT article…

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Letting People go in an NGO

Related to and independent of the prior posting, I’ve noticed that letting someone go in an NGO (when that is the right and necessary path) is much harder for Executive Directors than it is for CEOs of a company.  Why is this?

The most immediate reason may have to do with the culture and mission of public service that NGOs have.  Organizations want to do nice things.  Letting a person go can be done in a nice way, but it is not a nice or pleasant thing to do.

But I think this also is harder on Executive Directors because there is less inherent incentive to control costs - as the entity is not trying to maximize profits, but to maximize impact.  Executive Directors are not going to get paid more for saving the organization funds.  The money saved is not going to their pockets - and should not (or it could create perverse counter-incentives).  So why should they take the painful step of removing someone they may personally like and consider a peer or friend, even if that person may no longer be optimally serving the needs of the organization? "Optimally" is the key word here, because I doubt many Executive Directors are incompetent and irresponsible enough to not take steps that are patently warranted - i.e., when the person is just truly unsuitable for a job.  But gray areas may prompt far less managerial rigor.

You can then fast-forward and understand how, 10 and 20 years later, you end up with lethargic institutions with under-performing employees whose tasks or missions may no longer be societal priorities, but who scramble by with a sense of passive entitlement.

This is not only not good for society or for the bloated and unproductive organizations, but it is also not good for the employees whose professional growth has been stilted.

Unless they are running a program whose very objective is to generate job opportunities (with mediocre jobs and opportunities if that is the best they can achieve), heads of NGOs (and those who report to them) have a responsibility to remember they are not employment agencies, and they have a fiduciary duty to those who donated the funds to ensure these are used effectively for the stated mission.  With kindness and professionalism, they can achieve a more dynamic work environment that ultimately works best for all.