Nearly 30 percent of the babies born in India
are preterm or underweight. Many of them
die. Millions of others confront learning
disabilities and are vulnerable to the early onset of noncommunicable diseases
such as diabetes and heart disease. The
problem is severe in India because most health clinics do not have the
resources to purchase the traditional medical equipment used to nurture low birth
Fortunately, an unusual collaboration between Embrace Innovations, a small health technology company, and GE, the huge multinational conglomerate, is helping to address this serious challenge. The collaboration, which brings together Embrace’s innovative technologies and GE’s extensive reach and distribution, is giving thousands of babies access to an infant warmer that at $300, is roughly 1% of the cost of alternative technologies. By partnering, both companies are finding new ways to grow and increase their competitiveness while solving a social problem.
In FSG’s 2011, Harvard Business Review article, “Creating Shared Value,” we argued
that companies face an extraordinary opportunity to identify new ways to grow
and innovate by committing themselves to understanding the intersection of
social problems such as poverty, environmental degradation, and weak
educational and health systems and their businesses.
In the article, we cite the examples of what
Johnson & Johnson, GE, Walmart and other companies are doing to increase
their profitability by helping to solve a social problem. Increasingly, companies around the world are
committing themselves to studying rigorously the shared value opportunities
that surround them. Not surprisingly,
this effort frequently commences with companies looking at their product
portfolio, their supply chain, and their operations for opportunities they can
pursue on their own.
Some companies are beginning to explore ways in which they can work with government or NGOs to create shared value. Yet to maximize the social impact and business value that results from shared value, companies need to be much more creative about exploring partnerships with other companies. Without a broad set of partnerships, companies will often lack the specialized knowhow, scale, or broad perspective required to make the shared value strategy a business success and to help solve social problems at scale.
Companies can grow their customer base by aligning their strengths. SMEs (small and medium enterprises) play a critical role in generating economic growth and creating economic opportunities for the poor. In the developing world, however, the lack of traditional credit scoring mechanisms makes it difficult for the SMEs to get credit. Entrepreneurial Finance Lab (EFL), a small company launched by a recent Harvard graduate and his professor, developed new technologies for assessing credit risk by considering the psychometric qualities associated with successful entrepreneurs. EFL is now partnering with Standard Bank in South Africa and BBVA Bancomer in Mexico to reach thousands of new SMEs. Linking EFL’s know-how with the banks’ distribution network is critical to making the shared value strategy a success.
Partnerships can help shared value strategies achieve a scale that individual companies will never gain on their own. In 2012, five of Latin America’s leading employers — Walmart, Caterpillar, Microsoft, CEMEX, and McDonalds — joined with the Inter-American Development Bank (IDB) and the International Youth Foundation (IYF) to launch the New Employment Opportunities (NEO) initiative. Collectively, the companies have committed $37 million to establish large-scale training programs, internships and job placement services. NEO plans to train 1 million youth in Latin America and the Caribbean by 2022. The partnership will give the companies a reliable pipeline of skilled labor and will create new economic opportunities for youth across the region.
Companies should develop partnerships at the
early stages of exploring shared value opportunities, as well.
Companies cannot create shared value alone. Partnerships enable companies to maximize their shared value commitments, whether in accelerating innovation, reaching new scale, and aligning mutual goals.
About the Authors
Dane Smith is a managing director at FSG where he co-leads the shared value practice area.
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