In recent years there has been a dramatic expansion of what we have named the Global Responsibility (GR) industry. It has grown through the emergence of a variety of unprecedented management and organizational models/approaches, including commonly called: Business Ethics, Corporate Citizenship, Corporate Social Responsibility (CSR), Eco-Efficiency, For-Benefits, Fourth Sector, Social Enterprise, Sustainability, and many more bearing different names. Although these innovative management and organizational approaches/models generally seek the same purpose, they emphasize or embody different aspects thus limiting their usefulness for tackling systemic problems.
This unprecedented change, rather than spearheaded internally by management, is increasingly pioneered externally by the stakeholders of organizations—including groups such as: consumers/customers, investors, media, activists and concerned citizens. Isolated from each other, these groups are progressively putting more pressure on organizational leaders to change both how companies make their profits and what they do with them. But the need for new relevant models and tools for implementation has brought forth an outburst of incomprehensive top-down management models that are exclusive, limited in scope, fragmented and disconnected from one another and business strategies. Some even set businesses against certain stakeholder groups, rendering each counterproductive.
In recent years there has been a dramatic expansion of what we have named the Global Responsibility (GR) industry. It has grown through the emergence of a variety of unprecedented management and organizational models/approaches, including commonly called: Business Ethics, Corporate Citizenship, Corporate Social Responsibility (CSR), Eco-Efficiency, For-Benefits, Fourth Sector, Social Enterprise, Sustainability, and many more bearing different names. Although these innovative management and organizational approaches/models generally seek the same purpose, they emphasize or embody different aspects thus limiting their usefulness for tackling systemic problems.
This unprecedented change, rather than spearheaded internally by management, is increasingly pioneered externally by the stakeholders of organizations—including groups such as: consumers/customers, investors, media, activists and concerned citizens. Isolated from each other, these groups are progressively putting more pressure on organizational leaders to change both how companies make their profits and what they do with them. But the need for new relevant models and tools for implementation has brought forth an outburst of incomprehensive top-down management models that are exclusive, limited in scope, fragmented and disconnected from one another and business strategies. Some even set businesses against certain stakeholder groups, rendering each counterproductive.
Key Concepts
Meanwhile, we face the same detrimental social issues that we did decades ago, except that now the problems are much more formidably vast, systemic, costly and dangerous. The social and ecological impacts of corporate decisions are now threatening the very survival of our planet. At the same time companies are missing advantageous opportunities to innovate, increase their competitive advantage and benefit stakeholders, society at large and the eco-system—largely because sustainable development is too complex and multidimensional to be solved by any single group, initiative or organization.
VIAGlobus is a vast one-stop, results-driven business and social networking service for every type of stakeholder and management and organizational model/approach, to make GR a universal tool that integrates and innovates for enhanced profits and socially, ethically, and environmentally responsible leadership and organizations.
This unprecedented change, rather than spearheaded internally by management, is increasingly pioneered externally by the stakeholders of organizations—including groups such as: consumers/customers, investors, media, activists and concerned citizens. Isolated from each other, these groups are progressively putting more pressure on organizational leaders to change both how companies make their profits and what they do with them. But the need for new relevant models and tools for implementation has brought forth an outburst of incomprehensive top-down management models that are exclusive, limited in scope, fragmented and disconnected from one another and business strategies. Some even set businesses against certain stakeholder groups, rendering each counterproductive.
Key Concepts
Meanwhile, we face the same detrimental social issues that we did decades ago, except that now the problems are much more formidably vast, systemic, costly and dangerous. The social and ecological impacts of corporate decisions are now threatening the very survival of our planet. At the same time companies are missing advantageous opportunities to innovate, increase their competitive advantage and benefit stakeholders, society at large and the eco-system—largely because sustainable development is too complex and multidimensional to be solved by any single group, initiative or organization.
VIAGlobus is a vast one-stop, results-driven business and social networking service for every type of stakeholder and management and organizational model/approach, to make GR a universal tool that integrates and innovates for enhanced profits and socially, ethically, and environmentally responsible leadership and organizations.
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