Strategic Management
The process of developing, implementing, and revising a strategic plan. While strategic planning often involves senior management for planning and communication of strategic goals, strategies, and tactics, strategic management recognizes that without involvement throughout the organization, strategic plans are rarely successful.
Stakeholders
Individuals or organizations with an interest in the success or failure of a project or entity. Potential stakeholders in a company may include customers, clients, employees, distributors, wholesalers, retailers, suppliers, partners, creditors, stockholders (shareholders), communities, government courts and departments (city, state, federal, and international), banks, media, institutional investors and fund managers, Labor Unions, Insurers and […]
Social Marketing
The positioning and segmenting of consumers by socially-driven concerns and the development of strategies and solutions that will meet their needs and desires while advancing their social agenda. Products and services which satisfy or appeal to these consumers are often use advertising and promotion that makes social or values-based claims about their manufacturing, use, or […]
Social Entrepreneurship
The act of creating, organizing and managing an income-earning venture to serve an explicit social purpose. The primary mission of a socially entrepreneurial organization is to create value that benefits the health and well-being of individuals, society, or the natural environment, rather than to create wealth for shareholders. Social entrepreneurs draw upon principles and best […]
Smart Growth
Consciously-planned community growth that creates a higher quality of life for all stakeholders. Smart growth requires a collaboration of perspectives, disciplines, and stakeholders. These principles can also be applied to organizations in the pursuit of growth that creates a better organization for all involved. Smart growth principles include: Directing development toward existing communities (vs. new […]
Slow Money
A concept under development by Woody Tasch, Chairman of Investors’ Circle. Inspired by the mission of the Slow Food Movement, Tasch considers that “fast” money investments (such as venture capital) is expected to return a profit quickly but is rarely invested long enough to create sustainable ventures. This is especially true of early-stage companies in […]
Shareholder Activism
The process of dialogue with company executives and filing shareholder resolutions generates investor pressure on corporate executives, garners media attention (which adds even more pressure on corporations to improve their behavior), and educates the public on often-ignored social, environmental, and labor issues. The process has served as a powerful tool to encourage corporate turnaround in […]
Sprouts
A selection of consumers defined by the Roper ASW Green Gauge Report as consumers undecided about environmental issues when it comes to buying and using products and services. In 2007, these customers represent 26% of the total American consumer population and often evaluate environmental issues one at a time, comparing each to their personal benefits […]
Socially Responsible Investing (SRI)
Making investments with an eye towards social, environmental and financial returns. Investors and funds that “screen” companies that violate environmental, social, or other values (across a wide variety of issues, such as: worker’s rights, child labor, minority hiring practices, gender equality, environmental practices, animal rights, foreign investment, charitable giving, etc.) refuse to invest in companies […]
Systems Thinking
Donella Meadows defines a system as “an interconnected set of elements that is coherently organized in a way that achieves something… A system must consist of three kinds of things: elements, interconnections and a function or purpose” (Meadows, 11). Elements are the individual parts of a system which tend to be more visible and easy […]
