Global corporate philanthropy: a strategic framework

Abstract

Over the past decade, corporate philanthropy has undergone two fundamental transformations – strategic refocusing and globalization. Faced with scarcer resources and downsizing, leading firms have redefined philanthropy by tying it directly to corporate strategies and business units. Philanthropy is now seen as a component of long‐term competitiveness, rather than a short‐term image builder and sales generator. Internationally it can not only enhance and unify a global image, but also help open emerging markets through much‐needed social programmes. This high potential is unfortunately matched by an equally high risk. Global philanthropy can represent an ethical minefield, owing to extreme difficulties in monitoring subsidiary operations. In order to address this issue, presents a dual strategic framework for multinationals and their non‐profit counterparts. Adopts a stepwise approach, starting with a mission review and moving to a partner screening process, an internal audit and action plan, followed by actual programme development and performance monitoring. Despite the complexity of global corporate/non‐profit alliances, this strategic approach can minimize ethical and financial risks and give both entities a powerful competitive edge.

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