Quantitative data demonstrates how investing in resilient institutions, equitable economies, a healthy environment for business and social trust can reduce conflict and support long-term flourishing and global stability.
This framework is developed through a multi-stakeholder process and designed to gauge company progress against the UN Sustainable Development Goals. It provides succinct definitions for various core social indicators (CSIs), as well as a rubric to gauge company performance regarding these indicators. CSI 18 is their standard for responsible lobbying and political engagement, drawing from the Transparency International principles.
This article introduces the concept of “net positive advocacy,” which involves working with partners to advocate for policy that supports systemic solutions and net positive outcomes for all competitors. This requires courage and a shift in mindset, but actually helps de-risk both sustainable business strategies AND political interactions for companies. Their Readiness Test tool provides a useful conversation starter about the change in mindset required.
In a major refresh of its Vision 2050, the World Business Council for Sustainable Development argues that the decade ahead is critical if we are to achieve “9+ billion people living well within planetary boundaries.” They highlight the need to shift political and economic incentives that push companies into short-term behaviors that undermine societal or environmental systems, and propose a new CPR-driven mindset where firms align all policy influence activities to purpose statements and sustainability goals, partner to generate new policy ideas and help ensure relevant stakeholders are at the table.
A robust overview of current legal landscape for corporate political activity. It highlights the reputational and other risks companies need to manage, and the need for oversight and transparency to govern political spending.
Explores the history, emotion, and power of effective argumentation to promote more constructive debates and mutual learning in America. Shares key principles, including removing the focus on winning, prioritizing relationships and engaged listening, considering context, embracing vulnerability, and creating space for transformation.
Offers concrete recommendations on how companies can establish systems that address climate change as a systemic risk and integrate this understanding into their direct and indirect x on climate policies.
This report reveals the insidious nature of 527 organizations. It identifies the contradictions they create against bipartisan rhetoric while highlighting the means by which these organizations distance companies from their political spending.
The CPA-Zicklin Framework provides suggested key practices that companies can adopt to help manage the risks associated with election-related political spending.
The authors of this report argue that regulatory capture, specifically in finance, health care and housing sectors, has created extensive roadblocks to achieving inclusive prosperity and advocate for a more dynamic high road economy built around equitable access to high quality services. (See pg 1-11)
Founder of the Institute for Political Innovation and a Harvard Professor teamed up to identify the most powerful levers for transformation in American politics. Most notably, an increasing call from corporate leaders to reconsider frameworks that allow businesses to be entrenched in politics.
This paper reflects on Friedman’s famous claim that American business should solely be driven to increase profits. Oxford Professor Karthik Ramanna homes in on the qualifying clause of Friedman’s argument—that markets need non-market institutions to safeguard the conditions for competition—and that if corporations have influence in shaping the market, then it is not free. The report argues that corporate influence on the political landscape has tilted in their favor, often at the expense of the public sphere.
This report provides an expansive history that ties the corporate condition to various policy eras, and makes a case for private sector investment in public policy (and not just one-off, charitable CSR initiatives).
A core set of 21 metrics created by the WEF, in partnership with a handful of multinational companies, to best align with the political, social and environmental considerations necessary for implementing stakeholder capitalism.
Summarizes the results of a two-year bipartisan commission studying citizen concerns and how to revitalize democratic participation. Calls for a “fourth founding” of the United States, outlining six imperatives: achieve equal representation, empower voters, ensure political responsiveness, expand civil society, build civic information systems, and nurture a culture of commitment to democracy.
Highlights key factors required to refocus capitalism on long-term inclusive growth, including specific practices and policies that businesses should support. (See pg 5-13)
Provides a five-principle framework for responsible lobbying. Helpful for companies trying to orient themselves on their value/stance development in their corporate political activities as actions in the space come under increased scrutiny.
Henderson combines the public sentiment of distrust in corporate influence with evidence suggesting that free politics support free markets. She provides a strong case for businesses to fundamentally change their role from partisan players to supporters of the democratic process.
BSR’s report (71 pages in full, 9-page summary linked here) focuses on creating a new social contract in business, focused on ample collaboration between public and private entities, so that we can face future challenges at scale. This review highlights the opportunity areas specifically for businesses.
Considers three critical questions companies must ask themselves when deciding to speak out or take a stance on an issue. Assessment is oriented around alignment, potential influence, and constituency agreement.