The article discusses corporate social responsibility (CSR) programs. In
the authors' view many of these programs consist of disparate,
uncoordinated initiatives that fail to maximize their impact. They
recommend a more coherent strategy that divides CSR efforts into three
categories including those related to philanthropy, operational
effectiveness, and shaping the firm's business model to better create
shared value. Consideration is also given to developing metrics for
assessing CSR performance.