Corporate social responsibility

Throughout the entire market corporate social responsibility has become more and more important. And for that matter, within pretty much all markets all over the world.

After the WOII economic growth has been perceived as a stabilizing movement that was important for peace between the European countries. Eventually it has led to the fact that European citizens generally are enjoying a lifestyle that includes pretty much all the steps of the Maslow pyramid, but furthermore it has led to the consequence that this way of life has penetrated in more or less all our social structures (including business-structures). Take for instance the car-industry. During the sixties the focus was on mass-production. Cars were produces in stock. There were only a very limited amount of variations and options. During the eighties and the nineties we’ve witnessed an enormous increase in models, options, motors, etc. Today a client can select nearly all the car-components online. And with some producers it is possible to follow the entire production-process online. This obviously implies a huge involvement of the clients. Another interesting comparison can be drawn in regard to the telephone. With first the cell-phone and now the smart-phone – with all its possibilities and Apps – the costumer is really choosing, creating and developing his own product. Successful products are responding to the fact that the customers are living in the top of the Maslow pyramid, and hence have the need of self-development. Or in other words, successful companies are those who have created a strategy that response to its customers desire for continuous self-development.

Such companies are also, nearly always, residing in the top of the Maslow pyramid. They often thrive on great customer loyalty, and customers like to be associated to the company. The employees are grateful and proud to be part of the company. The organization-structure focuses on the further development of its employees. There is an open culture, trust and little hierarchy on the work-floor. And at the core of this situation lies the fact that the employees are working for the company because they want to give their live meaning. So, these companies have – in general opinion – a certain value for society. Such companies have become, what we now call, a ‘love-brand’. The personal entrepreneurial thrive and vision of the employees is strongly linked to the company-mission. And the CSR (the corporate social responsibility) thoughts and movements are strongly expressed in such a mission.

In short, this has changed: for these corporations the focus is no longer an internal one on self-preservation, but far more an external one on: How do I serve my clients best? How do I bind and enthuse my employees? How do we manage things in a responsible way? How can we make our processes sustainable? And, which has perhaps become most important, how do I have a positive impact on society?

Jan Wolthers