ABSTRACT
Chapter 14 argues that the organization must move beyond return on investment (ROI) and focus on broader relationships with customers, stakeholders, and the greater community that are predicated on building shared value. To achieve this, the organization must first agree on a set of core values defining and driving its efforts. It must then leverage these to create measurable value by addressing the social issues relevant to the organization and its stakeholders. This transformation to sustainable corporate planning serves as a pillar of the Digitally Integrated Organization (DIO) and a powerful force for competitive advantage. Chapter 14 charts the evolution of the organization's integration of economic and societal development from the traditional capitalist venture to the quadruple bottom line: 1) Traditional Capitalist Venture—organizational focus on optimizing short-term profits and shareholder value; 2) Triple Bottom Line (TBL)—focus on balancing profits, people, and the planet; 3) Corporate Social Responsibility (CSR)—an external response to the community with philanthropy, project resources, and Public Relations (PR); 4) Creating Shared Value (CSV)—an internal allocation of resources toward shared business and social objectives; 5) Integrated External Engagement (IEE)—integrates engagement into organizational strategy at all levels; 6) Quadruple Bottom Line (QBL)—measures shared value impact on people, the planet, profit, and prosperity for all.
