Often, Corporate Social Impact (CSI) can be amplified by strategically aligning impact initiatives with the corporate business. For example, by focusing impact initiatives in the industry where the corporate business is prominent, CSI practitioners can leverage not just the finances but also the knowledge, networks, and resources of the corporate business to create greater impact.
However, a high degree of overlap in sector, geography or other domains between the corporate business and its social impact initiatives comes with a serious risk: the social purpose of impact initiatives could be derailed by undue influence from commercial business interests. How can CSI maintain its impact integrity while leveraging the benefits of alignment with the core business?
This is the topic we will discuss in our upcoming Learning Circle featuring Nur Hasan, Manager, Social Impact, Indonesia at the Centre for Inclusive Growth (CIG) by Mastercard. Nur manages CIG’s first ever flagship program, which focuses on the digital transformation and skilling of Micro, Small & Medium Enterprises (MSMEs). Nur will discuss the impact integrity risks faced by CIG and describe his learnings from the processes they have implemented (such as external and internal reviews and evidenced-based intervention) to safeguard the integrity of their digital transformation mission.