Corporate Clout 2013: Time for Responsible Capitalism

Of the world’s 100 largest economic entities in 2012, 40 (40%) are corporations, the same percentage as in 2011 but down 2% since 2010 (42%).  If you look at the top 150 economic entities in 2012, the proportion of corporations is 58%, slightly down from 2011 (58.7%) but at the same level as in 2010 (58%).


Executive Summary

Of the world's 100 largest economic entities in 2012, 40 (40%) are corporations, the same percentage as in 2011 but down 2% since 2010 (42%).  If you look at the top 150 economic entities in 2012, the proportion of corporations is 58%, slightly down from 2011 (58.7%) but at the same level as in 2010 (58%).

Since we started our analysis in 2009, Wal-Mart has consistently been the largest corporate economic entity in the world. However, in 2012, Wal-Mart was overtaken by both Royal Dutch Shell (largest) and Exxon (second largest) leaving it in third place. Royal Dutch Shell recorded 2012 revenues that exceeded the GDPs of 171 countries making it the 26th largest economic entity in the world. It ranks ahead of Argentina and Taiwan, despite employing only 90,000 people. The biggest industry group in terms of size remains the energy majors, buoyed by energy price increases over 2012, with revenues of the five largest players increasing between 25% and 46% over the year.  Combined, the revenues of these five companies (Royal Dutch Shell, ExxonMobil, BP, Sinopec and China National Petroleum) were the equivalent of 2.9% of global GDP in 2012.

Social media and Brand Reputation in the Financial Services Sector

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by Jorge Yui 

Executive Summary

Ignoring the power of online word-of-mouth, or word-of-mouse as I like to call it, is no longer an option in today’s interconnected world.  Nor is it reflective of what professionals in the financial services industry are being asked to deliver by their C-Suites post 2008.  The ability of consumers to influence corporate behavior and impact business planning in unanticipated and, at times, unwelcome ways has grown exponentially.  One ‘entertaining’ complaint from an irate customer going viral can escalate into a full-blown crisis in less than 24 hours.  In this environment, understanding what customers feel, think and say about your company – in real time – is ever more critical.

The Influence Landscape: The Evolving Power of Shapers & Influencers

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Type the word “influence” into Google and it returns 142 million results.  What is going on?  The last two decades have seen major changes in the world which have reshaped the influence landscape – with power shifting away from position and traditional measures of status towards a much more fluid, fickle and democratic power structure.  Today it is about the power of “me” and “we” more than the power of “they.”  In this article we explore the emerging influence landscape and some of its potential implications.

Catalyzing change: A new model of philanthropy A conversation with Jesper Nygård, CEO of Realdania





October 2013:

Just as businesses are becoming more actively engaged in addressing social challenges and developing new business models to deliver on both purpose and profit, so too are leading non-profit organizations rethinking their role, operating models and ways of working. Giving money to deserving projects is no longer enough. Realdania, along with other leading philanthropic organizations worldwide, is driving a new model of catalytic philanthropy that actively engages multiple stakeholders and communities in realizing sustainable positive changes environmentally, socially and economically. In the last 13 years Realdania has supported philanthropic initiatives with a total project value of approximately EUR 3.7 billion. Of this amount, Realdania’s grants account for EUR 1.9 billion, while other project partners have financed the additional amounts. We recently had the chance to speak with Jesper Nygård, CEO for Realdania in Denmark, to explore what this new approach means in driving positive changes in Danish communities.

Driving change through social innovation: A conversation with Stefan Crets, Executive Director of CSR Europe



March 2013

Before Stefan Crets became Executive Director of CSR Europe in 2011 he was a corporate social responsibility leader at Toyota Motor Europe. Now he is the Executive Director of the number one European business network for corporate social responsibility (CSR). Around 70 multinational corporations and 36 national partner organizations are part of CSR Europe. In total, the network reaches out to over 5,000 companies throughout Europe. CSR Europe launched the Enterprise 2020 initiative with emphasis on social innovation as a driver of corporate social responsibility.

Global Trends: How have perspectives on CSR changed in the last 10 to 15 years?

For a long time, CSR in Europe was primarily about how to manage the impact of your business: environmental impact, social impact, governmental impact. All in all it was fairly compliance driven in the sense of meeting certain standards. Usually companies saw CSR as a separate activity, not as part of their core business, but rather as a part of communications and public affairs.

It was only in 2005/2006 that perspectives started changing. Now we see an evolution in most leading companies, where CSR is becoming part of a more integrated management approach. For example the move from public affairs to corporate or strategic planning divisions means that you link managing impact to business management, including R&D, HR, production, marketing, sales and so on.

There is another, more recent evolution: if you really want to contribute to sustainability issues and to strengthen your business, it becomes more about social innovation. It’s about which products and services you can offer that contribute to sustainability issues on local, regional or even global levels. For example, the hybrid engine is a highly social innovation: it lowers the environmental impact for society while at the same time offering growth potential to the company. These kinds of innovations set future trends.