Post by account_disabled on Mar 6, 2024 4:02:08 GMT -6
In the last six months I have had the opportunity to visit several states of the Republic where new business foundations are being forged and other corporations are building community engagement programs. Both efforts, their managers (and in some cases also their owners) respond, are motivated by corporate social responsibility standards. In some cases, companies had already established or created a foundation long before the “modern” trends in administration or purposes on which the company can rely on the foundation for mutual social benefit. These were assigned in their direction to family members: the mother, the sister, the wife and the motivation to create them almost always responded to an exemplary devotion to service inspired by their religious faith. Without a doubt, these noble purposes have inspired many organizations and of course this source of inspiration is more than welcome due to the virtues and values they profess. The financing of the activities that support this type of institution is almost always not subject to a budget previously defined by the company and, rather, the resources depend on several circumstances: sales volume, billing, market conditions, stability or economic crises. and the generosity of the founder.
They often lack well-defined programs and Phone Number List projects to support certain social causes that are directly related to the business mission. They are distributed to a ton and are resources for multiple causes and the impact is diluted or remains anonymous. Due to the charisma of business owners and their families, in many cases these foundations are able to call for the participation and solidarity of their employees, suppliers and friends to carry out voluntary activities. I know of two cases in particular where the foundations, whose names I omit for obvious reasons, do not donate money but do give important support in kind for the products of their corporations and on the other hand have an army of volunteers who eventually support their activities, however , these groups are not constant because no one manages them fully to establish a win-win relationship and remain motivated to the foundation. In some cases, this type of foundation (let us call them pedagogically in this article “Foundations of Yesteryear”) enter periods of lethargy and discouragement and then look for advisors to help them, especially to fund resources to later donate them because “there is not enough money”, but they do not have in mind the opportunity to establish a radical change to enhance their foundation. Advising these foundations to “modernize” their work is a great challenge and may require greater creativity to convince and change paradigms than helping to create a new one.
A similar problem arises when the owner of the company dies. He was practically the one who directed his philanthropic action and could count on a board of directors that rather had the functions of a consultative body. He instructed his directors on what actions the foundation would have to undertake and determined the amount of their financial support. After his burial, everything changes. Family members can make a decision independently of the business to which they were affiliated, whether it continues, extinguishes it or leaves it to the business board of directors to define its destiny. A very notable feature is that the budget was adjusted to the owner's instructions and did not necessarily have an equity fund or a scheme of economic resources rationalized to the business, that is, with a certain percentage of profits. The challenge remains for the company to transform that foundation and give it a reason to exist for the benefit of the business. It now happens that with the Corporate Social Responsibility indicators, many corporations feel committed to creating their program and to do so they choose either to develop community linkage projects or create a foundation.
They often lack well-defined programs and Phone Number List projects to support certain social causes that are directly related to the business mission. They are distributed to a ton and are resources for multiple causes and the impact is diluted or remains anonymous. Due to the charisma of business owners and their families, in many cases these foundations are able to call for the participation and solidarity of their employees, suppliers and friends to carry out voluntary activities. I know of two cases in particular where the foundations, whose names I omit for obvious reasons, do not donate money but do give important support in kind for the products of their corporations and on the other hand have an army of volunteers who eventually support their activities, however , these groups are not constant because no one manages them fully to establish a win-win relationship and remain motivated to the foundation. In some cases, this type of foundation (let us call them pedagogically in this article “Foundations of Yesteryear”) enter periods of lethargy and discouragement and then look for advisors to help them, especially to fund resources to later donate them because “there is not enough money”, but they do not have in mind the opportunity to establish a radical change to enhance their foundation. Advising these foundations to “modernize” their work is a great challenge and may require greater creativity to convince and change paradigms than helping to create a new one.
A similar problem arises when the owner of the company dies. He was practically the one who directed his philanthropic action and could count on a board of directors that rather had the functions of a consultative body. He instructed his directors on what actions the foundation would have to undertake and determined the amount of their financial support. After his burial, everything changes. Family members can make a decision independently of the business to which they were affiliated, whether it continues, extinguishes it or leaves it to the business board of directors to define its destiny. A very notable feature is that the budget was adjusted to the owner's instructions and did not necessarily have an equity fund or a scheme of economic resources rationalized to the business, that is, with a certain percentage of profits. The challenge remains for the company to transform that foundation and give it a reason to exist for the benefit of the business. It now happens that with the Corporate Social Responsibility indicators, many corporations feel committed to creating their program and to do so they choose either to develop community linkage projects or create a foundation.