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Transcript of Delivering Results_ Moving Towards Scale
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8/2/2019 Delivering Results_ Moving Towards Scale
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Event Sponsors:Associate Partners:CII-ITC Centre of Excellence for SustDevelopment | Southern Africa Trust | IMS Entreprendrla Cit | Business Civic Leadership Centre/US Chamber o
Commerce | Corporate Council on Africa
United Nations Ofce for Partnerships
ACCELERATING PROGRESSTOWARDS THE MILLENNIUM
DEVELOPMENT GOALS THROUGHINCLUSIVE BUSINESS
DELIVERING RESULTS:MOVING TOWARDS SCALE
REPORT ON AN INCLUSIVE BUSINESS
DIALOGUE, HELD ON SEPTEMBER 21ST
2010, DURING THE UN SUMMIT ON THE
MILLENNIUM DEVELOPMENT GOALS
OCTOBER 2010
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2 DELIVER ING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
As the Secretary General o the United Nations (UN) made
clear at the UN Summit on the Millennium DevelopmentGoals (New York, September 2010), energy and eort is
needed to accelerate progress to achieve these goals. A
Dialogue held in New York on September 21st, highlighted
that accelerating the development and scaling up o
inclusive business is a signifcant opportunity to do just that.
The amount that we spend each year
in procurement from emerging market
economies is comparable to the aid
budgets of the UK, France or Germany.
Its a huge sum of money, and a massive
development opportunity.
Cynthia Carroll, CEO,
Anglo American
We need strong partnerships to speed
up MDG progress. We must make use
of what works. I congratulate and thank
those who ask how could the way I run
my business really make a dierence on
a large scale?
Helen Clark, Administrator,
United Naons Development Program
HEADLINE MESSAGESFROM THE INCLUSIVE BUSINESS DIALOGUE
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3DELIVERING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
Thereispotenaltoaccelerateprogresstowards
the Millennium Development Goals (MDGs)
byharnessingthepowerofbusinessmore
creavely:byspreadingthepracceofinclusive
business.
Inclusivebusinessisaboutcompaniesseizingmarketopportuniesthatworkforthepoor,
and for their business. Discussions at the
eventshowedindisputablyhownewbusiness
modelsaretakingo,anddeliveringwin-wins:
newopportuniesforlow-incomepeopleand
commercial returns for companies.
Inclusivebusinessisexcingforthedevelopment
community,becauseofthepotenaltoreach
low-incomepeopleatscale,whetheras
consumers,producers,orworkers.
Inclusivebusinessisexcingfortheprivatesector
becauseitisgoodforbusiness.Avarietyofcommercialreturnsmarketentry,marketshare,
securesupplychains,productlineinnovaon,
compeveadvantageallhelptobuildmarket
value.
Speakeraerspeakerdemonstratedthat
inclusivebusinessishappening,isdelivering,and
isevolving.Businessesarewalkingthetalk.
Thepracceofinclusivebusinessisdiverse,
cungacrossmul-naonalcorporaons,
largeandsmalldomesccompanies,and
social enterprise.
Inclusivebusinessisnoteasy,butthebarriers
canbeovercome.Parcipantsconcurreditis
anexcingifcomplexprocess.Thisisame
ofinnovaonandexperimentaon,withthe
prospectoffurthersubstanalresults.
Businessesandtheirpartnersarediscovering
howtoencourageinnovaon,buildnewformsof
collaboraon,tapintonancing,ecientlyreach
baseofthepyramidconsumers,andcombine
gradualstartswithambionsatscale.
Thisisnotamaerforbusinessesalone.Donors,
governmentsandcivilsocietyalsoneedto
innovate. They can help mainstream inclusive
businessthrough,forexample,supporve
policy,sharingriskwiththeprivatesector,
usingtheirconveningpower,andinvesngin
buildingmarketsandthecapacityofthepoorto
parcipateinthem.
Inclusive business holds enormous promise but
isslllimitedandthereisanurgentneedtondwaystoreplicate,scale,andencourageother
companiestotakeacon.
THE POTENTIAL
OF INCLUSIVE BUSINESS
THE PRACTICE
OF INCLUSIVE BUSINESS
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4 DELIVER ING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
Thisreporthighlightsthemesandmessagesfrom
anInclusiveBusinessDialogue,heldontheoccasion
oftheUNSummitontheMDGsinNewYork,in
September2010.Theeventwasacollaborave
eortofleadingbusinessorganisaons,aended
byover200seniorrepresentavesfromtheprivate
sector,governmentanddonorcommunity,intendedtorallybusinessenergyandexpersetoaccelerate
thecontribuonofinclusivebusinesstotheMDGs.
Current Context:the Private Sector and the MDGs
Whenthe2015targetsfortheMDGsweresetin
2000,theprivatesectorscontribuontomeeng
thesetargetswaslesswellunderstoodand
embraced.Today,theroleoftheprivatesectoras
anengineofgrowthanddevelopmentiswidely
recognised,asarethehostofbenetsthatbusiness
canbring:creangjobs,buildingskills,developing
technologiesandinnovaonsthatimprovethe
quality of peoples lives.
Thisspeciceventlookedbeyondtheoverallvalueofbusiness,tothequesonofhowtogetevenbeer
resultsforgrowthandfordevelopmentthrough
innovavebusinessmodelsthatareincreasingly
knownasinclusivebusiness.
What is inclusive business all about?
Inclusivebusinessmodelsaresustainablebusinesssoluonsthatexpandaccesstogoods,services,andlivelihoodopportuniesforlow-incomecommunies.
Theyinvolvedoingbusinesswithlow-income
populaonsanywherewithinacompanysvalue
chain,incorporangtheminthesupply,producon,
distribuonand/ormarkengofgoodsandservices.
Thisgeneratesnewjobs,incomes,technicalskillsandlocalcapacity.Likewise,poorerconsumerscan
benetfromproductsandservicesthatmeettheir
needsinaordableandappropriateways.
Byfocusingoncommercialviability,thesemodels
have demonstrated inherent capacity to be scaled to
engagethousands,andincreasinglymillions,ofpoor
people.Theemphasisisoncorebusinessrather
than on philanthropy.
CONTEXT:THE STORY SO FAR
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5DELIVERING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
We are at a milestone in the development of
inclusivebusiness.Overseveralyears,businesses
havegonebeyondphilanthropic,risk-migang
investmentsincommunitydevelopment,tonew
waystodocorebusinessdierently.Therearenow
mulpleexamples,somealreadydeliveringforthe
poor,manymoreunderway.
Energy,creavity,andlearning-by-doingare
currentlyhigh.Withtheaddionofevidenceand
inspiraontoencourageothers,inclusivebusiness
can deliver even more.
Thetrajectoryoftheinclusivebusinessconcept
internaonallyisanalogoustouptakeofanynew
businessidea.Companiesgothroughaprocessfrom
conceptdevelopment,todesign,experimentaon,
pilong,revision,embedding,andnallyscaling
up.TheDialoguesuggestsinclusivebusinessisin
themiddleofthisjourney:experimentaonand
pilongarebeingdonewithgreatenergy.Business
modelsarebeingrevisedandimproved.While
theyarebeingembeddedandscaledwithinsomeindividualcompanies,theyarenotyetembedded
andspreadinginthewiderbusinesscommunity.This
challengeremains.
Theveyearsletoachievethe2015targetsisa
metoinspireothers,sharelessons,andachieve
further impact.
A SNAPSHOT IN 2010:
A TIPPING POINT FOR INCLUSIVE BUSINESS?
There are enormous things happeningmaybe
more than 3,000 examples now of social enterprises,
of large companies, of private equity funds in the
private sector that are building these models. And
yet the UN esmates there are something like 82,000
mul-naonal companies, let alone the hundreds of
thousands of medium domesc companies and social
enterprises. So we are just, just, scratching the surfac
of what is possible and what we need to do if we are
going to achieve the MDGs through business andthrough inclusive business models.
Jane Nelson, Senior Fellow and Director of Corporate Social
Responsibility Iniave, Harvard University
Photo Credit: LieSpring
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OCTOBER 2010
ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
Inclusivebusinessoersabalancedproposion:opportuniesforlow-incomecommuniesandcommercialreturnsforbusiness.Mulplediverseexampleswerediscussedattheevent.
AngloZimeleProvidingloanstosmallbusinessesaround
mining.Supporng700entrepreneursandclose
to14,000jobsinSouthAfrica,withplansto
extendacviestoBrazilandChile.Securingthe
supplychainandimprovedcompevenessfor
AngloAmerican.
Grundfos LIFELINK
Deliveringsustainablewatersystemsand
associated infrastructure to base of the pyramid
markets.Combiningexisngwaterservice
technologieswithinnovaoninbusinessmodels
and systems of payment and provision.
GDFSUEZWorkingtosupplyonemillionpeoplewith
hydropowerinBrazilandbringingelectricityto
adozenshantytownsinMorocco.Operangas
amainstreaminternaonalenergycompany,
whileworkingwithgovernmentstoalignenergy
serviceswithnaonalpovertyprogrammes,with
communiesforlocallevelmanagementand
technicalsupport,andwithlocalworkersand
residentsonresponsiblebusinesspracce.
LifeSpringHospitalsProvidingaordable,high-qualitymaternalhealth
caretomorethan100,000low-incomecustomers
inIndiasurbanslumssince2005.Addressing
challengesaroundmaternalandchildmortality
throughacommercialapproach.
NuruEnergyProvidinganewo-gridlighngsystemthat
isaordabletothepoorest,sustainableand
commerciallyreplicable,throughasocial
enterprise.Onthewaytoprovidinglighttohalf
amillionpeopleinRwanda,KenyaandIndia,
whilecreangopportuniesforentrepreneurs
providingpeddle-rechargingservices.
INCLUSIVE BUSINESS IS HAPPENINGAND DELIVERING
MINING
HEALTH CARE
WATER
ENERGY
Masisa
InvesngincarpentersacrossLanAmerica.In
Argenna,forexample,between2007andlate
2009,68trainingcoursesweredeliveredto1,267
carpenters.Securingitsfuturecustomerbase,
whilebuildingcapacityandlivelihoodsof
aneglectedgroup.
FORESTRY & WOOD
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7DELIVERING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
The Coca-Cola Company
DevelopingnewdistribuonchannelsforCoke
inAfricaviaitsmicro-distribuonnetwork,
employing13,500peoplesofarin15African
countries.Reachingtargetmarketseecvelywhilesupporngjobs,entrepreneurshipand
womensparcipaoninbusiness.
UnileverContribungitsbusinesscompetencetoa
globalalliancetoeliminatemalnutrionfor
100 million people in Africa by 2015.
Diageo
Maximisingtheuseoflocallygrownsorghum
usedinthebrewingprocess.Creangnew
marketaccessformorethan1,190farmers
innorthernCameroon,whilesecuringa
sustainableandaordablesourceoflocalgrainsforproducon.
CONSUMER GOODS
Photo Credit: Giacomo Pirozzi, Panos
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ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
Bysharingexperience,parcipantshighlighted
factorsthatposechallenges,enablesuccess,orare
currentlyshapinghowinclusivebusinessdevelops.
Challengesidenedinclude:
Fear of failure: companiesneedtobewillingto
takerisks,butalsotoputastoptosomethingif
itisntworking.
Constraints on sta: developinginclusive
businesstakesalotofeort,dierentways
ofworking,andtangiblereturnsmaybelow
atrst.Stawillneedsupport,incenvesand
space to innovate.
Prot pressure: thereisoenaneedtobalance
short-termshareholderpressureforprotswith
long-termvaluecreaonviainclusivebusiness.
Praccal challenges: whenworkingwithnew
partners,dierentclients,orsmallholder
farmers,ahostofnewissuesmayneedaenon,suchaspaymentsystems,useof
language,mehorizons,andmanagingrisk.
Financing: companiesneednanceto
investininclusivebusinessmodels,which
cansomemesbeachallenge.Equallyother
playersconsumers,smallentrepreneurs,and
otherpartnersmayneednancefortheirown
investments.
Atudes: inclusivebusinessisaboutdoing
thingsdierently,sosuccessrequiresbuy-in.Manypeoplearesimplyunfamiliarwithit,some
misunderstandit,andsomemaybescepcalor
suspiciousofthepossibilityofcombiningsocial
and commercial return.
Manysoluonswereidened:strongleadership,
experimentaon,newformsofpartnershipand
nance,supporvepolicyanddonors,balancing
shortandlong-termneeds.Whilethereisgreat
diversityinhowopportuniesandchallengesare
addressed,eighttopicsemergedonwhichprogress
hasbeenmade,furtheraenonisneeded,and
sharedinsightsproveduseful.
THE PRACTICE OF INCLUSIVE BUSINESS:THERE ARE BARRIERS BUT THEYCAN BE OVERCOME
1. Experimentaonandspacetoinnovate
2. Listeningandinnovangtoreach low-incomecustomers
3. Newformsofcollaboraon
4. Governmentpolicy,regulaon,investment
andinuence
5.Accesstopraconertoolsandlessons
of others
6.Harnessinginclusivebusinessmodelsfor
basic service provision
7.Thecricalroleofleadership
8. Managingshareholderexpectaonsforshort
andlong-termreturns
Theseareallissuesonwhichpraconershavebeen
makingprogress,havelearntlessonsandaggedas
needingfurtheraenon.
NAVIGATING THE JOURNEY OF INCLUSIVE BUSINESSDEVELOPMENT: EIGHT TOPICS FOR MOVING FORWARD
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9DELIVERING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
Businessesarebeingcreaveinhowtheyadapt
theirproducts,distribuonchannels,producon
techniques,nancing,partnerships,oroverall
businessmodeltoengagewithlow-income
communies.Severalexamplesshowedthe
importanceoftesngoutmodelsrst,andonly
thenmovingtoscaleuptoboldambions.
Innovaoninnancingisalsoprovingimportant.New
modelsfornancingsmallbusinesses,consumers,
suppliers,andcapacitybuildingareemergingand
needed,withagrowingemphasisonmorecomplex
structures,withco-investmentbymulplepartners,
andhybridnancingthatusesamixtureofdebt,
equityandothernancialinstruments.Thisisanarea
ripe for further development.
MOVING THE AGENDA FORWARD
Generating and testing ideas or servingthe base o the pyramid
in maternity care
inforestryandfurnitureproducon
TheconceptforLifeSpringHospitalswastested
atonesite,beforeaddinganaddionaleightand
sengtargetsfor200hospitalsby2015.
Itsoundedtooridiculousatthatpointofme,
beingacondomcompanythinkingofsengup
maternityhospitalsbutwerealizedthatthereis
amarketthatwecanpossiblytapinto.Butbeing
abigcorporateandgengintoanewbusiness,
itwasletsdoaproofofconcept,letstrytoset
uponehospitalandseewhetheritmakessense,
letshavesomeassumponsaboutthebusiness
volume,revenues,customers.Wedidthat,weset
uponehospitalin2005withtheseassumponsin
mind.Anditworked.Werealizedthatmostofthe
assumponswemadeaboutthisbusiness,about
tryingtotargetlow-incomewomenwereworking.
AnantKumar,CEO,LifeSpringHospitals
Acontestwasheldinthewoodandforestry
company,Masisa,inresponsetoachallengelaid
downbytheCEOtoengageattheboomofthe
pyramid.Thisgenerated250ideasin3months,
then50projectsin3months,andaer6months,
20businesses.Aer9monthstherewere6projects
withveryhighpotenaltocreatevalueforthe
company.
1. Experimentation and space to innovate are crucial
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ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
Developingabusinessbasedonlow-income
customersdoesnotsimplymeancungcornersto
savecostsandprovidethesamegoodsorservices
morecheaply.Itrequiresinnovaoninwhatis
providedandhow.Companiesareinvesngin
understandinglow-incomeclients,redesigning
productstottheircashow,oeringservice
modelsratherthanownershipmodels,and
leveragingdistribuonandpaymentplaormsthat
are already in place.
Severalcompanieshighlightedhowtheyhave
listened to clients and adapted to their needs
throughthousandsofinterviews,spendingdaysor
monthswithcommunies,andcarefullystudying
theirproductuse.Sometermitco-creaon,in
whichlow-incomeusersacvelyshapedesign.
Understandingconsumerbehaviourofdierent
marketsegmentsreplacesassumponswithamore
granularunderstandingoftheclients.
Understanding energy needs o low-income clients
WhenNuruwasdevelopinglighngsoluonsto
replacekerosene,theirteamlivedinRwandafor
amonthobservingpeoplesenergyhabits.Any
substutewouldneedtomatchkeroseneasa
lightthatisdurable,portable,reliable,andcanbe purchased in increments. The team discovered
thatlighngisneededfortasks,notwholerooms.
Thustheydevelopedaportable,durabletasklight.
Asitismodular,itcanbeboughtinincrements
andthepartsconnected.Thussmallerpackages
oflightbecameaordableforthepoor.Nurualso
developedtheworldsrstcommerciallyavailable
peddlingrecharger,buildingontherecharging
culturewhichalreadyexistsinruralAfrica.Theynowndcustomersaredemandingacharging
serviceformobilephones,soaredesigninga
baerypacktodothis.
2. Companies are listening and innovating to reachlow-income customers
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OCTOBER 2010
Giventhisisameofcreavityininclusive
business,thereisanincreasingsupplyoflessons
learnt,wrienandmul-mediaresources,tools
andtoolkits,andsupporveiniavestohelp
praconers.Thereisalsoincreasingdemand,
asinterestspreads.However,moreworkneeds
tobedonetolinksupplyanddemand,ensuring
praconerscanactuallyaccessthewealthof
resources,andthattheprovidersareinvesngin
whatismostuseful.
Insight Lab 1: what is useul and whatis needed or practitioners?
InanInsightLabontoolsandresourcesforinclusive
business,parcipantssharedideasonwhattheyhave
founduseful,andwhattheywouldlike.Threebroad
typesofresourceshadproveduseful:(i)praccal
approachessuchassharingperformancemonitoring
frameworkswithanothercompany,localpartnership
development,andneedsanalysisatcommunitylevel;(ii)inputsfromanorganisaonoriniave,suchas
nancefromtheInternaonalFinanceCorporaon,
oralaunchattheWorldEconomicForum;and(iii)
documents,toolkitsandcasestudies.Keyresources
arelistedinaMappingDocumentpresentedduring
the discussion
(availableon:www.inclusive.businessghtspoverty.org ).
Parcipants suggesons for what is
needed included:
Resourcesforbuildinginternalcompany
commitment;
Businessmodelcasestudies;easytond
benchmarks(bysector),learningcasestudies,idenfyingchallengesandhowtheycanbe
overcome,preferablywrienbybusiness
praconersinlow-incomecountries;
Innovavenancing,includingforthebaseof
thepyramid;
Globalhuborwebsiteforinclusivebusiness;
Toolswithspecicapplicaonsandusers:SMEs,
women,landownership,localactormaps,and
sectorspecicmaterialonopportuniesand
risks;
Andahostofsuggesonsonmeasuringresults:
harmonizedimpactevaluaon,anindependent
meansofcomparingresultsacrosssectors,a
goldstandardformeasuringqualitaveimpact
ontopandboomline,workonbothmetrics
andintangibles,andtoolsformappingresults
5. Practitioners need access to tools and lessons o others
http://http//businessfightspoverty.ning.com/page/inclusive-business-workshop-2http://www.inclusive.businessfightspoverty.org/http://www.inclusive.businessfightspoverty.org/http://http//businessfightspoverty.ning.com/page/inclusive-business-workshop-2 -
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ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
6. Inclusive business models can be harnessed or basic serviceprovision
Lackofaccesstowater,healthcareandenergy
formillionsoflow-incomecommuniesisa
fundamentaldevelopmentchallenge,andonethat
wasconvenonallyseenasoneforgovernments
totackleontheirown.InsightLabdiscussions
highlightedthatinclusivebusinessinnovaonisnow
helpingtocontributetosoluons.
Insight Lab 3: developing inclusive business models or energy,health and water
Discussions made clear that inclusive business is not
onlyaboutsupplychaininnovaon,andnotonly
aboutsellingtothepoor.Itisalsoaboutdesigning
products and services that markedly improve the
qualityoflifebyincreasingaccesstobasicservices
(alsoknownasdevelopmentenablers)ataordable
rates.Forexample,NuruEnergyisrollingoutnew
aordablelighngtechnologyinAfrica,Grundfos
LIFELINKisdeveloping,sellingandoeringservices
forautomacwatersystems,primarilyaimedat
ruralareasindevelopingcountries.GDFSUEZis
developingbusinesssoluonstoaddressaccessto
energy,waterandsanitaoninBrazilandMorocco.
Adapngtothelocalcontextisimportant.Corrupon
oenaectstheulitysector.GrundfosLIFELINKhas
reducedriskbydevelopingadirectpaymentsystem
withVodafone,thatenablestheusertopayGrundfos
direct.Toboosttransparency,Grundfosalsopublish
dataonwaterusageonitswebsite.
Publicandprivaterolesinthisspaceareevolving.
Tradionalsuspicionssllplayarole:suspicion
oftheprotmoveinessenalserviceprovision
ontheonehand,andwearinessatgovernmentsfailingsinprovidingeecvelyforpublicneeds,on
theother.Butopportuniesforsynergybetween
publicandprivatepartnersarenodoubtincreasing.
Forexample,theAmsterdamIniaveAgainst
Malnutrionisanambiousmul-stakeholder
partnershipaimingtoeliminatemalnutrionfor100
millionAfricansby2015,starnginGhana,Kenya,
SouthAfrica,Ethiopia,Mozambique,andTanzania.
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15DELIVERING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
Themessagemaynotbenew,butitwasloudand
clear.Strongleadershipiswhatcanmakeinclusive
businesswork.Leadersneedtotakerisks,setan
ambiousvision,andgivespaceandmovaon
tosta.
It is visionary leadership that can enable a company
to both experiment at a small scale and scale up to
ambioustargets.Inseveralexamples,corporate
leadersarenowsengstretchtargets,todouble
theiremploymentimpact,toreachhundredsof
thousands of base of the pyramid consumers or
serviceusers.InthecaseofMasisa,theprevious
CEOsurprisedstasomeyearsagobysenga
targetthat10percentofrevenueshouldcomefrom
low-incomecustomersby2010,andinvingideas
onhowtoachievethis.ThecurrentCEOfollowed
tradiononerecentMondaymorningbychallenging
employees to build a community of furniture makers
by2015.Thesegoalshaveshapedstainnovaon.
Some of the inclusive business examples discussed
generateatypicalprotmargin.LifeSpringHospitals
inIndiageneratearateofreturncomparabletothat
expectedbyconvenonalprivatehospitals.Insome
othercases,parcipantsdemonstratedhowtheirinclusivebusinessisbuildinglong-termmarketvalue
oftheirbusiness,eventhoughitmaynotbeastrong
protgeneratorintheshort-term.
ApanelofCEOswasaskedwhethershareholders
put pressure to deliver short-term at the expense of
longer-terminclusivebusiness,andwhetheralow
rateofreturncouldbetolerated.Theclearmessage
wastheneedforabalancedapproach,protecngtheboomlinewhilearculangthestrong,
somemesunquanable,long-termvaluecreaon
due to inclusive business.
7. Leadership: It makes all the dierence
8. Balancing short-term and long-term returns
When I asked our graduates: why did you join Diageo? half said that they had heard about
our good corporate governance and the work we do in CSR, in parcular our Water of Life
programme. The reputaon we have with governments is also strong as a result of the work we
do in these areas, and therefore we nd that they are happy to engage with us on public policymaers. How do you put a value on that?
Nick Blazquez, President, Diageo Africa
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16 DELIVER ING RESULTS: MOVING TOWARDS SCALE
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ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
In creang new suppliers, located close toour mines, and by bringing exisng suppliers
closer to our sites there are signicant cost
eciencies. We can reduce delivery mes and
logiscs costs, we can localise warehousing
and so enable just in me procurement.
Through training and support to our suppliers,
we can also ensure enhanced service, quality
control, and an operang ethos that is aligned
with our own.
Cynthia Carroll, CEO, Anglo American
At the end of the day, this comes down to
leadership. Because its always easier, isnt
it, to go into the more mature markets, the
ones where your business model has been
established, where the uncertaines are well
managed and well known. To take the risk
to go into markets and to supply chains anddistribuon chains which favour low-income
groups and to see that as a business opportunity
[not just] an act of doing good, that represents a
real act of leadership and courage.
Graham Baxter, Acng CEO, IBLF
Cynthia Carroll, Anglo American. Photo Credit: BCtA
Fear to fail is a barrier. Innovave
processes have to create trust: Hey boss,
Ive not got it the right way, and want
to try a dierent way. And you have to
be prepared to stop something that isnt
working.
Roberto Salas, President, GrupoNueva and CEO, Masisa
Graham Baxter, IBLF, and Nick Blazquez, Diageo Arica.
Photo Credit: BCtA
Roberto Salas, GrupoNueva and Masisa. Photo Credit: BCtA
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OCTOBER 2010
FURTHER RESOURCES ON INCLUSIVEBUSINESS AND THE DIALOGUE
AllmaterialsrelatedtotheInclusiveBusinessDialoguecanbefoundat:
hp://inclusive.businessghtspoverty.org
including:
Joint Statement on Inclusive Business
InclusiveBusiness:Mapping of Tools and Resources
Video and audioofDialoguesessions
Presentaons
Agenda
Seng the Stage
Robin Bidwell, GroupPresident,
EnvironmentalResourcesManagement.
See www.erm.com.
Euan Wilmshurst, Internaonal
GovernmentRelaonsManager,The
Coca-Cola Company. See The Coca-
Cola Company: Enabling Jobs and
Opportunity.
The Business of Development
Cynthia Carroll,CEO,AngloAmerican.
SeeAngloAmerican:Promong
Sustainable Entrepreneurship.
The Millennium
Development Goals
Helen Clark,Administrator,United
NaonsDevelopmentProgramme.See
MDG Summit website.
CEO Panel:
Inclusive business: how are companieswalking the talk?
Nick Blasquez, ManagingDirector,
DiageoAfrica.SeeDiageo:Enabling
Supply Chain Linkages in Cameroon.
Anant Kumar, CEO,LifeSpringHospitals.
See LifeSpring Hospitals: Providing Low-
Income Women with Quality Health
Care.
Roberto Salas, President, GrupoNueva
and CEO, Masisa. See Masisa Argenna
and the Evoluon of its Strategy at the
Base of the Pyramid: An Alternave to
the BoP Protocol Process?
Graham Baxter, AcngCEO,
InternaonalBusinessLeadersForum.
See www.iblf.org
SPEAKERS, PRESENTERS AND MODERATORS AT THE
INCLUSIVE BUSINESS DIALOGUEpresented in chronological order
http://inclusive.businessfightspoverty.org/http://api.ning.com/files/op561wWBcEfbRxBO8cCOCjIv9I7QSTaa2Aa776lapNmo7vfQLZE3RRG-Qy*dDWPk8g9eXzmv8aUssO9HTCZMndF16S98C7EV/Jointstatement15September.pdfhttp://businessfightspoverty.ning.com/page/inclusive-business-workshop-2http://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://businessfightspoverty.ning.com/page/inclusive-business-workshop-1http://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://api.ning.com/files/-sbq4dPqGHQv3nAAHVH4q3F67120raaQENKnqQKterFhi2z6CkjIeycwBRks8qgy7Dp6cWWg3anLviWCWWyQSZBbto-FV-F6/AcceleratingProgressAgendaFINAL.pdfhttp://www.erm.com/http://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.undp.org/mdg/summit.shtmlhttp://www.undp.org/mdg/summit.shtmlhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.iblf.org/http://www.iblf.org/http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.greenleaf-publishing.com/productdetail.kmod?productid=3145http://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286829131BCtALifeSpringCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.undp.org/mdg/summit.shtmlhttp://www.undp.org/mdg/summit.shtmlhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286824846BCtAAngloAmericanCaseStudyForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286826974CocaColaCaseStudyFORWeb.pdfhttp://www.erm.com/http://api.ning.com/files/-sbq4dPqGHQv3nAAHVH4q3F67120raaQENKnqQKterFhi2z6CkjIeycwBRks8qgy7Dp6cWWg3anLviWCWWyQSZBbto-FV-F6/AcceleratingProgressAgendaFINAL.pdfhttp://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://businessfightspoverty.ning.com/page/inclusive-business-workshop-1http://businessfightspoverty.ning.com/page/inclusive-business-workshop-5http://businessfightspoverty.ning.com/page/inclusive-business-workshop-2http://api.ning.com/files/op561wWBcEfbRxBO8cCOCjIv9I7QSTaa2Aa776lapNmo7vfQLZE3RRG-Qy*dDWPk8g9eXzmv8aUssO9HTCZMndF16S98C7EV/Jointstatement15September.pdfhttp://inclusive.businessfightspoverty.org/ -
8/2/2019 Delivering Results_ Moving Towards Scale
18/20
18 DELIVER ING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
ACCELERATING PROGRESS TOWARDSTHE MILLENNIUM DEVELOPMENT GOALSTHROUGH INCLUSIVE BUSINESS
Insight Labs
Insight Lab #1:Learning by Sharing
Mahew Lynch,DevelopmentFocus
ProgramManager,WorldBusiness
Council for Sustainable Development.
See www.wbcsd.org
Monica Opoku,GlobalGrantsProgram,
KMPG and developer of the WBCSD
Challenge.SeeInclusive Business
Challenge.
Andrew Smith,
PriceWaterhouseCoopers and Deputy
Director,BusinessInnovaonFacility.
See Praconer Hub
Elizabeth Boggs Davidsen,Principal
InvestmentOcer,Inter-American
DevelopmentBank,Opportuniesfor
theMajority.Seewww.iadb.org
Tomas Sales,GeneralManager,Growing
SustainableBusinessIniave,UNDP.
See www.undp.org
Insight Lab #2: Collaboraon:innovave strategies and plaorms
Richard Gilbert,DeputyDirectorforthe
BusinessAconforAfrica.Seewww.
businessaconforafrica.org
Gib Bulloch,co-FounderandExecuve
Director,AccentureDevelopment
Partners. See www.accenture.com
Amanda Bowman,Directorof
CorporatePartnerRelaons,
InternaonalBusinessLeadersForum.
See www.iblf.org
Euan Wilmshurst,Internaonal
GovernmentRelaonsManager,The
Coca-Cola Company. See www.thecoca-
colacompany.com
Anne McCormick,Corporate
ResponsibilityDirector,DiageoAfrica.
See Diageo: Enabling Supply Chain
Linkages in Cameroon.
Chrisaan Rebergen,Special
Ambassador for the MillenniumDevelopmentGoals,MinistryofForeign
AairsoftheNetherlands.Seewww.
minbuza.nl
Lena Blomstrand,HeadofPartnerships,
SwedishInternaonalDevelopment
CooperaonAgency(Sida).
See www.sida.se.
Jonas Ahln,ProgrammeManager,
SwedishInternaonalDevelopment
CooperaonAgency(Sida).Seewww.
sida.se.
Insight Lab #3:Innovave business models to provide
access to key development enablers:
energy, health, and water
Denis Simonneau,SeniorVPfor
InternaonalRelaons,GDFSUEZ.See
Business Soluons to Energy Poverty:
GDF Suez
Peter Todbjerg Hansen,Managing
Director,GrundfosLIFELINK.See
Grundfos Lifelink: When Water Becomes
Sustainable Business
Paulus Verschuren,SeniorDirectorofGlobalHealthPartnerships,Unilever.
See Global Alliance for Improved
Nutrion
Sameer Hajee,CEO,NuruEnergy.See
www.nurulight.com.
Michael Kubzansky,GlobalAccount
Manager,MonitorGroup.Seewww.
monitor.com
Wrap Up:
Jane Nelson, SeniorFellowandDirector
of Corporate Social Responsibility
Iniave,HarvardUniversitySeewww.
hks.harvard.edu
http://www.wbcsd.org/http://www.wbcsd.org/web/ibchallenge.htmhttp://www.wbcsd.org/web/ibchallenge.htmhttp://businessinnovationfacility.ning.com/http://www.iadb.org/topics/om/home.cfmhttp://www.undp.org/partners/business/IMD.shtmlhttp://www.businessactionforafrica.org/http://www.businessactionforafrica.org/http://www.businessactionforafrica.org/http://www.accenture.com/Global/Consulting/Accenture-Development-Partnershipshttp://www.iblf.org/http://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://www.gainhealth.org/http://www.gainhealth.org/http://www.nurulight.com/http://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.monitor.com/Expertise/Industries/EnergyandUtilities/tabid/73/ctl/ArticleDetail/mid/679/CID/20080411153553513/CTID/1/L/en-US/Default.aspxhttp://www.nurulight.com/http://www.gainhealth.org/http://www.gainhealth.org/http://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://grundfoslifelink.com/pdf/lifelink_un_global_compact_yearbook_2009.pdfhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://www.sustainable-finance.org/Plugins/DocSearch/details.asp?DocTypeId=24&ObjectId=Mzc3NjM&URLBack=%2Ftemplates%2FTemplateWBCSD5%2Flayout.asp%3Ftype%3Dp%26MenuId%3DODY%26doOpen%3D1%26ClickMenu%3DRightMenuhttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.minbuza.nl/en/Key_Topics/Development_Cooperation/Dutch_development_policy/The_Netherlands%E2%80%99_priorities/The_Millennium_Development_Goalshttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.businesscalltoaction.org/wp-content/files_mf/1286827424BCtADiageoCaseStudy.ForWeb.pdfhttp://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.thecoca-colacompany.com/citizenship/index.htmlhttp://www.iblf.org/http://www.accenture.com/Global/Consulting/Accenture-Development-Partnershipshttp://www.businessactionforafrica.org/http://www.businessactionforafrica.org/http://www.undp.org/partners/business/IMD.shtmlhttp://www.iadb.org/topics/om/home.cfmhttp://businessinnovationfacility.ning.com/http://www.wbcsd.org/web/ibchallenge.htmhttp://www.wbcsd.org/web/ibchallenge.htmhttp://www.wbcsd.org/ -
8/2/2019 Delivering Results_ Moving Towards Scale
19/20
19DELIVERING RESULTS: MOVING TOWARDS SCALE
OCTOBER 2010
Organisers of the event
Business Acon for Africa (BAA)BAAisaninternaonalnetworkofover
200businesses,businessorganisaons
anddevelopmentpartners,working
collecvelytoaccelerategrowthand
povertyreduconinAfrica.
Business Call to Acon (BCtA)
BCtAisaglobalmembershipnetwork
ofcompanies,governments,and
developmentorganisaonsworking
toidenfyandpromotebusiness
modelsthatcontributetolong-term
commercialanddevelopmentgoals.
The CSR Iniave, Harvard Kennedy
SchoolTheCSRIniaveatHarvardsKennedy
Schoolisamul-disciplinaryand
mul-stakeholderprogrammethat
seeks to study and enhance the public
contribuonsofprivateenterprise.
Internaonal Business Leaders Forum
(IBLF)
Anindependent,not-for-prot
organisaonworkingwithbusiness
leadersandtheircompaniesgloballyto
deliverinnovaveresponsiblebusiness
soluonstosustainabledevelopment
challengesworldwide.
Internaonal Chamber of Commerce
(ICC)ICCisthevoiceofworldbusiness
championingtheglobaleconomyasa
forceforeconomicgrowth,jobcreaon
and prosperity.
United Naons Development
Programme (UNDP)UNDPistheUNsglobaldevelopment
network,anorganisaonadvocang
forchangeandconnecngcountriesto
knowledge,experienceandresources
tohelppeoplebuildabeerlife.
UN Global Compact
TheUNGlobalCompactisastrategic
policyiniaveforbusinessesthatare
commiedtoaligningtheiroperaons
andstrategieswithtenuniversally
accepted principles in the areas of
humanrights,labour,environmentandan-corrupon.
United Naons Oce for Partnerships
(UNOP)
UNOPpromotesnewcollaboraons
and alliances in furtherance of the
Millennium Development Goals and
providessupporttonewiniavesof
the Secretary-General.
World Business Council for Sustainable
Development (WBCSD)WBCSDisaunique,CEO-led,global
associaonofsome200companies
dealingexclusivelywithbusinessandsustainable development.
Event Sponsors
UK Department for Internaonal
Development (DFID):
DFID is the UK Governments
departmentthatmanagesBritainsaid
todevelopingcountriesandworksto
getridofextremepoverty.
US Agency for Internaonal
Development (USAID):
USAIDistheprincipalUSagency
to extend assistance to countries
recoveringfromdisaster,tryingto
escapepoverty,andengagingin
democracreforms.
Swedish Internaonal Development
Agency (Sida):
SidaistheSwedishGovernment
agencyinterestedinpromongthe
ideaofinternaonaldevelopment
cooperaonandsupportsover2,000
projectsinover100countries.
The Coca-Cola Company (TCCC):
TCCCistheworldslargestbeverage
companywithmorethan500brands.
Diageo:
Diageoistheworldsleadingpremium
drinksbusinesstradinginapproximately
180marketsandwithocesin80
countries.
This report
ThisreportwaswrienbyCaroline
Ashley on behalf of the event
organisersandsponsors.Itcanbe
downloadedfromhp://inclusive.
businessghtspoverty.org
Special thanks to Avneet Batra, Fareeda
Ehtesham, Lorin Kavanaugh-Ulku,
Carina Kjestad, Shauna Sheehy, and
Leona Verdadero for their research
supportindevelopingthisdocument.
Wewouldalsoliketoacknowledge
the valuable inputs ofNatalie Africa,
Amanda Bowman, Marcel Engel,
Amanda Gardiner, Richard Gilbert,Beth Jenkins, Mahew Lynch, Jane
Nelson,Zahid Torres -Rahman, and
Filippo Veglio fortheircarefulreview
of the report.
Youareencouragedtosharethereport
anduseittoencouragetheadopon
andimplementaonofinclusive
business.Copyrightrestswiththeevent
organisers,andwerequestrecognion
ofthis,andwelcomefeedbackfrom
thosewhousethereport.
Please send feedback to the Business
CalltoAconSecretariatat
Citaon:
Ashley, Caroline. AccelerangProgress
TowardstheMillenniumDevelopment
GoalsthroughInclusiveBusiness:
AchievingImpact,MovingTowards
Scale.NewYork,NY:Oct.2010.
http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.businessactionforafrica.org/http://www.businesscalltoaction.org/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.iblf.org/http://www.iblf.org/http://www.iccwbo.org/http://www.iccwbo.org/http://www.undp.org/http://www.undp.org/http://www.unglobalcompact.org/http://www.un.org/partnershipshttp://www.un.org/partnershipshttp://www.wbcsd.org/http://www.wbcsd.org/http://www.wbcsd.org/http://www.dfid.gov.uk/http://www.dfid.gov.uk/http://www.dfid.gov.uk/http://www.usaid.gov/http://www.usaid.gov/http://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.thecoca-colacompany.com/citizenshiphttp://www.diageo.com/http://inclusive.businessfightspoverty.org/http://inclusive.businessfightspoverty.org/http://www.businesscalltoaction.org/http://www.businesscalltoaction.org/mailto:BCtA.Secretariat%40undp.org?subject=Re%3A%20mailto:BCtA.Secretariat%40undp.org?subject=Re%3A%20http://www.businesscalltoaction.org/http://www.businesscalltoaction.org/http://inclusive.businessfightspoverty.org/http://inclusive.businessfightspoverty.org/http://www.diageo.com/http://www.thecoca-colacompany.com/citizenshiphttp://www.sida.se/Englishhttp://www.sida.se/Englishhttp://www.usaid.gov/http://www.usaid.gov/http://www.dfid.gov.uk/http://www.dfid.gov.uk/http://www.wbcsd.org/http://www.wbcsd.org/http://www.un.org/partnershipshttp://www.un.org/partnershipshttp://www.unglobalcompact.org/http://www.undp.org/http://www.undp.org/http://www.iccwbo.org/http://www.iccwbo.org/http://www.iblf.org/http://www.iblf.org/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.hks.harvard.edu/m-rcbg/CSRI/http://www.businesscalltoaction.org/http://www.businessactionforafrica.org/ -
8/2/2019 Delivering Results_ Moving Towards Scale
20/20
In the last decades, the private sector has
year on year got closer to the development
community.
Graham Baxter, Acng CEO, IBLF
We want to do good and do well and in fact,
the internal rate of return or the rate that we
calculate is similar to what tradional hospital
in India would generate and expect, so we work
with keeping that in mind.
Anant Kumar, CEO, LifeSpring Hospitals
Innovaon in this area, as in any other
aspect of our business, requires ingenuity,
commitment and a willingness to take risks
and learn from mistakes. It needs commitment
at all levels of the organisaon, clearleadership and consistent endorsement both
inside and outside the organisaon.
Cynthia Carroll, CEO, Anglo American
As a result of commitments made [by companies
to Business Call to Acon], over 10 million people
will be given access to aordable IT, nance, health
and agricultural goods and services. Nearly 40,000
sustainable jobs are being created and hundreds
of thousands of farmers across Africa and India
are beneng from enhanced producvity andincreased incomes.
Helen Clark, Administrator, UN Development Programme
No one sector can solve the problem of
malnutrion alone Partnership is not the
ulmate goal, it is the starng point.
Paulus Verschuren, Senior Director of Global Health
Partnerships, Unilever
Companies can complement each other to drive
sustainability in the developing world.
Peter Todbjerg Hansen, Managing Director, Grundfos LIFELINK
We believe the leading companies of the future
will be those that do business in a way thataddresses the major development challenges.
Sustainably addressing the needs of the
developing world represents a huge opportunity
for business, given the long-term demand for
investment, infrastructure, products and services
it will trigger.
Event Organisers, Joint Statement on Inclusive Business
Business needs a certain degree of leadership
to take higher risk decisions, and they also need
people on the ground, General Managers, alsoinvolved in the right way.
Parcipant in the Inclusive Business Dialogue
Short term results? You have to have some short
term impact strategy also, but this is not your
compeve advantage because a lot of people
can do the same. It is the long-term, sustainable,
compeve advantage that makes the real
dierence in ve or seven years from now. The
rst phase of long-term results is tomorrow So
we have to feed the pipeline with new ideas every
day.
Roberto Salas, President, GrupoNueva and CEO, Masisa
This project is not so much about nancial
investment but more about focused creavity
and eort.
Nick Blazquez, President, Diageo Africa
Donors have learned in recent years that wecannot work alone but need to work with the
private sector.
Chrisaan Rebergen, Special Ambassador for the Millennium
Development Goals, Ministry of Foreign Aairs of the Netherlands
From Sidas perspecve, one role we now
play is to invest in markets that are risky, by
idenfying the funding gaps and tailoring the
investment to t local needs.
Jonas Ahln, Programme Manager, Swedish Internaonal
Development Cooperaon Agency (Sida)