Last Updated Dec 23, 2010 9:07 AM EST
Few people are as associated with modern capitalism as Harvard Business School professor Michael Porter, whose theories on strategy and competitiveness have shaped the direction of countless corporations.
So his latest article in Harvard Business Review comes as a shocker. Porter, writing with coauthor Mark R. Kramer, a senior fellow at Harvard Kennedy School, argues that companies are locked in an "outdated" approach to creating value, focused on short-term profit while forgetting what they can do to benefit society--investments, by the way, that would pay off by ensuring long-term success.
One result: People have justifiably lost trust in business and are even questioning the very notion of capitalism.
Here is their bleak outlook on the short-term vision of modern business:
"How else could companies overlook the well-being of their customers, the depletion of natural resources vital to their businesses, the viability of key suppliers, or the economic distress of the communities in which they produce and sell? How else could companies think that simply shifting activities to locations with ever lower wages was a sustainable 'solution' to competitive challenges? Government and civil society have often exacerbated the problem by attempting to address social weaknesses at the expense of business. The presumed trade-offs between economic efficiency and social progress have been institutionalized in decades of policy choices."
The idea that business has sold its soul in the pursuit of quick profit is nothing new, of course. But Porter and Kramer bring to the party a wealth of knowledge on the mutual benefits derived from a linking of economic and social goals.
And they create a new vision of how to get it done, a framework they call the "principle of shared value."
The solution "involves creating economic value in a way that also creates value for society by addressing its needs and challenges. Businesses must reconnect company success with social progress. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success. It is not on the margin of what companies do but at the center. We believe that it can give rise to the next major transformation of business thinking."
Some of the other highlights:
New skills required. Leaders and managers must develop skills and knowledge that give them a keen appreciation of societal needs, the ability to work across profit/nonprofit boundaries, and a deep understanding of how business productivity serves more than shareholders.
Government's role re-conceived. Regulators must create policies, regulations and laws in ways that support shared value rather than work against it.
Broaden the role of capitalism. Companies have taken too narrow a definition of capitalism. We should be looking to business to help solve the world's great problems, the authors argue. "The moment for a new conception of capitalism is now; society's needs are large and growing, while customers, employees, and a new generation of young people are asking business to step up."
The full article is available on the HBR.org website. Given that it is bound to be one of the most debated and discussed thought pieces in 2011, you'll want to check it out.
Some argue that business has no obligation beyond serving customers, creating jobs and, yes, making a profit for stakeholders. Isn't it enough that companies already bankroll the health benefits of millions of Americans? Are you one of these capitalism minimalists? Or does business have broader mission to improve the society in which it operates?