"...the concept of Shared Value sets itself apart from frameworks like philanthropy and corporate social responsibility (CSR). The key distinguishing feature of Shared Value is that it aims to address social and environmental problems through company’s core business, rather than as a separate side project. Sustainability and human rights are not add-ons or compliance tasks but part of a corporate strategy. It’s the old business case argument on steroids.
From Oxfam’s perspective, the motivation behind Shared Value, to better align core business and social impact, is an ambition we agree with. For too long, we have struggled to move attention to social issues out of niche sustainability departments and onto the agenda of corporate executives. Nevertheless, the discussion at the Shared Value Summit left me with more questions than answers."
"[This guide] explains the Blended Finance opportunity and offers a framework for starting or scaling up activities for a range of development funder audiences. Each organization’s mission, motivations, staff profile, and operating context are, of course, unique. As there is no “one size fits all” method to adopting a Blended Finance approach, the framework provided in this document will need to be tailored to fit your own organization’s needs. This Guide has used the experience of the Canadian Department of Foreign Affairs, Trade and Development to illustrate ‘real world’ examples of how this process can be employed, but their experience will need to be adapted for your own context. The purpose of this document is to help your organization set goals to engage in Blended Finance and realize an action plan for successful implementation. Development funders can draw on a range of tools to engage private capital providers through Blended Finance."
Read the guide here
Source details: ReDesigning Development Finance Initiative A joint initiative of the World Economic Forum and the OECD, Sept 2015, http://www3.weforum.org
"The South African Business Development Services Provider1 (BDSP) space is active and growing. According to ANDE South Africa’s Entrepreneurial Ecosystem map, there were almost 150 BDSPs2 supporting entrepreneurs in 2017, with estimates exceeding this figure. National development and transformation priorities, coupled with global trends, have seen a proliferation of these programmes in South Africa, yet little is known about their effectiveness and uniqueness in the South African context. In an effort to deepen understanding of the incubator and accelerator landscape in South Africa, ANDE hosted a series of breakfast roundtables in Johannesburg and Cape Town in 2017 and 2018. This document presents an overview of the key findings of the roundtables and provides recommendations for further research.
Absa’s new strategy reflects our African identity. We are firmly committed to playing a shaping role in society.
Bringing possibilities to life: Absa’s new strategy
The Absa group embarked on a journey to become a fundamentally different, disruptive and digitally led bank; making some critical choices that shape the business and brand strategies. One of the key decisions is for the business to become an active force for good in society. With that, our new purpose and strategy, at the heart of which is growth, will be driven through three strategic priorities and three enablers, one of which is playing a shaping role in society.