Corporate Social Responsability (CSR) does not necessarily need to be a cost, a restraint or a charitable deed. It can be a source of opportunity, innovation and even competitive advantage, says Michael Porter in december's Harvard Business Review.
He uses his famous value chain model and diamond model to demonstrate how a company can benefit form truly strategic CSR. In the end truly strategic CSR can give a company a competitive advantage. Think of Toyota with its hybrid Prius. The Japanese car manufacturer is well on its way to establish its technology as the world standard.
Read all about it in this week's column here.
A copy of the HBR article is available on request.