CONFERENCE REPORT

April 7, 2014
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The Public-Private Partnership Forum

April 8, 2014
5th Annual International Corporate Volunteerism Conference

PYXERA Global

Catalyzing Growth in

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For the past five years, PYXERA Global has convened an annual conference that amplifies the best practices and impact of International Corporate Volunteerism. This year we were proud to welcome more sponsors than ever before.

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Broadcast live from the Knight Studio at the Newseum, senior leaders from the public, private, and social sectors addressed the ways in which cross-sector interests converge to achieve shared value. The conversations were moderated by Nina Easton, Senior Editor of FORTUNE magazine:

Many corporations seek to enhance the impact of local enterprise, while fueling their own business pipeline. In the opening discussion, Elizabeth Littlefield, President and CEO of the Overseas Private Investment Corporation, Bo Miller, Global Director of Corporate Citizenship at Dow and President of The Dow Chemical Company Foundation, and Paul Tregidgo, Vice Chair and Managing Director of Debt Capital Markets at Credit Suisse discussed how industry and investment can pave the way for market growth.

Human capital is one of the worlds most prized resources, and yet, one of the hardest to cultivate. From leadership to entrepreneurship, individual action and capability are transforming economies and nations like never before. Wendy Hawkins, Executive Director of the Intel Foundation, Deborah Holmes, the Americas Director of Corporate Responsibility at EY, and Amini Kajunju, President & CEO of The Africa-America Institute discussed how companies are bringing talent to new markets in ways that reinforce leadership potential, while delivering social impact.

The absence of basic access to health services and infrastructure undermines many communities throughout the world. Influential leaders in global health, Tom Hart, US Executive Director, ONE Campaign, Katie Taylor, Deputy Assistant Administrator, Bureau for Global Health, USAID, and Leigh Verbois, Director, Office of International Programs, U.S. Food and Drug Administration had a dynamic conversation about how cross-sector partnerships are capable of affording healthier lives for more of the worlds population.

Individualsespecially those representing high-profile corporationshave initiated their own style of corporate diplomacy in the markets where they operate. Congressman Jim Moran (D-Virginia), Bruce McNamer, CEO of the JPMorgan Chase Foundation, and Karl Hofmann, President & CEO of Population Services International engaged in an open dialogue about the challenges and opportunities inherent in cross-sector engagement and the requirements of leadership in a globally connected world. The panel delivered an energetic conversation about how corporate diplomacy will affect future cross-border cooperation.

Theres a lot of lofty talk these days about creating shared value, but what does that mean at an operational level? And what are the partnerships required to move the needle on challenges that not only reduce the quality of peoples lives, but hold back business and government from operating at maximum effectiveness? Stan Litow, Vice President, Corporate Citizenship & Corporate Affairs, IBM; President, IBM Foundation, and Deirdre White, CEO, PYXERA Global discussed the partnerships that each of their organizations has forged to effect real change, while simultaneously recognizing the question: How do we make partnership the cornerstone of global engagement and shared value in ways that deliver real and sustainable impact?

The April 7 broadcast served to place the practice of ICV, or Global Pro Bono, in context while the event on April 8, at FHI 360, took a closer look at the practice itself, featuring public, private, and social organizations with first-hand experience achieving results with pro bono and volunteerism.

Gary provided a welcome to the conference, via video. His remarks focused on his and BDs commitment to shared value, the practice of using business models to deliver mutually beneficial, profitable and socially impactful outcomes. Using the example of the need to protect health care workers from occupational injuries, Gary pointed out how developing an improved sharps container proved to be both the huge growth opportunity for BD while reducing injuries in healthcare workers. If a company can figure out how to meet societal needs and earn a profit, there is no limit to scale.

Following Garys welcome, Amanda opened the conference by addressing the state of the practice and its evolution over the last 5 years. In 2009, following the successful pilot of the first IBM Corporate Service Corps teams, PYXERA Global (then CDC Development Solutions) hosted a workshop at DLA Piper to raise awareness and understanding of the impact of cross-border pro bono corporate teams. Then and now, the themes are the same: leadership, innovation, and impact. With emerging leaders placed well beyond their comfort zones, leadership skills both soft and hardare stretched and honed. Impact is still often anecdotal, but the positive feedback is consistent, and beyond the specific projects, what are often left in place are new process methods, which serve the host organizations long after the teams return home.

Amanda also highlighted the findings of the 2014 Benchmark survey, International Corporate Volunteerism (ICV) is still relatively new. The study identifies 39 companies with programs; 26 companies participated in the survey. The practice has grown significant in five years, from five countries in 2009 to 80 countries by the end of 2013. By the end of 2014, an estimated 9,000 individuals, recruited from 50 countries, will have participated in such programs. One area of focus is on building strong teams: 90% of the programs have a team-based component; 75 % of the teams have six or more participants. Projects range in length from one week (with a virtual component) to six months, with the most common time frame of four weeks, which turns out to be just enough time to deliver a significant deliverable to the host client, but not overly burdensome on the participant, their family, or their employer. The nature of the projects is cross-cutting. While microfinance represents 18% of projects and healthcare represents 17 %, projects address a broad spectrum of issues, including economic growth, education, womens empowerment, and several major industrieshousing, water, sanitation, energy. The practice has proven to be extremely adaptable to the different objectives of local organizations and sending corporations. Nearly 85% of companies surveyed use an implementing partner. On average, companies have less than one full-time staff person dedicated to implementing or overseeing the program internally. The projects offer the opportunity for significant cross-sector collaboration; each project represents a micro cross-sector partnership. Yet, an emerging trend also indicates the projects provide opportunities for partnership between companies as well. Seventy-five percent of companies surveyed indicated that they actively partnered or were considering partnering with another company, recognizing the need for diverse skills and experiences to address tough challenges. The impact of the programs remains a triple win: for participants, the companies who send them, and the local clients who receive pro bono services. Leadership development is the primary benefit for participants, specifically related to increased cultural adaptability and cross-border company integration. Thirty-eight percent of companies surveyed ranked perspective on emerging markets as their top business benefit. Host clients report satisfaction, illustrated through testimonials, although its widely acknowledged that there is significant room to improve the quantitative assessment of program impact. Advice to newcomers to the field include: o o o o Tie the programs to strategic corporate objectives; Ensure you have senior leaderships support; Be flexible and oriented toward the social need (not just what you can deliver); Tell your story well.

Amanda ended with an inspiring message to set the tone for the rest of the day: ICV programs take cross sector engagement out of the boardroom, into peoples lives. By developing the types of relationships that come out of ICV programs, we have a real chance to make substantial progress towards addressing some really complex global challenges.

In October 2013, Hemang participated in SAPs Social Sabbatical in South Africa, working with Endeavor, a leading non-profit focused on catalyzing long-term economic growth by accelerating high-impact entrepreneurs globally. His talk highlighted both the strategy of SAP as well as his own experience. SAPs vision is to make the world run better and improve peoples lives, and as a result, improving peoples lives is the center of every CSR program. SAPs social innovation strategy focuses on propelling and supporting emerging entrepreneurs for sustainable long-term growth. The focus on entrepreneurship is a win-win for SAP and their host clients: it represents an area of commercial growth for SAP and it supports the entrepreneurs themselves, enabling greater economic impact. In 2013, SAPs Social Sabbatical placed 48 employees in 4 countriesChina, South Africa, India, and Brazilfor four-week assignments, working alongside entrepreneurs or entrepreneurship-focused organizations. SAP plans to scale its program in the coming years. Hemangs remarks hit home: We are in the midst of a transformation in business and society. This generation of leaders is dealing with social and environmental issues in new ways, driving impact through entrepreneurship and innovation in emerging markets. Emerging entrepreneurs are a key engine for sustainable growth. We must leverage the talent, technology and capital inside our companies and invest it in innovative businesses that are addressing our most pressing societal issues today. Innovation, emerging entrepreneurs, and emerging markets are a very natural fit to our growth strategy, and thats where we have chosen to focus.

One word sums up every participants experience: transformative. Its a shared feeling for participants and the people they serve. Each participant described their experiences through PepsiCorps, Google Reach, and the Smarter Cities Challenge. They each also observed the restorative power that service and commitment have to their passion for their work and their employers. Bob Osmond of IBM has had the unique experience of both having been a participant, as well as managing staff members who have been participants. When they come back, I notice that the participants ideas and level of innovation grows. In their day job, they are more open to new ideas and new relationships, and able to make more connections, which increase their ability to contribute on projects. The level of ambition is higher. Its profoundly effective. Scott Krenitski of Google identified an opportunity within his project in Ghana, which has enabled him to convert a portion of his project into a longer term assignment, supporting Google in Ghana, the site of his field project. Scott was also quick to point out these types of experiences are also effective at breaking down internal company barriers, and the ability to be even more effective within a large global company. Joe Quinn of PepsiCo echoed a common refrain amongst several returning participants who attended the conferencethat as a member of PepsiCorps, he appreciated the opportunity to serve, while acknowledging the experience was richly and personally rewarding.

Dan Runde, CSIS, acknowledged the huge change in the last several decades in international development and the need to leverage the power of the private sector. Dan shared that he was skeptical of short-term volunteers, but given his front-row seat as a board member of PYXERA Global, hes changed his mind. He characterized ICV as an emerging revolution. Justin Bakule, Shared Value Initiative, reinforced the opening comments of Gary Cohen, using the cocoa market as an example of sustainable and scalable business value and social value simultaneously. Responses to social issues which connect to a business should just be considered good business. Building in a pipeline for the business, aligned with the strategy, and integrating insights into a process is the hardest work. Building linkages, the process for integrating insights back into the businessthese are critical to innovation. Ahsiya Posner Mencin, GSK, shared hard-won lessons on innovation at GSK. In particular, the issue of building a process in which the 100 employees annually participating had the ability to shar e their experiences, Bringing us closer to patients and their unmet needs. Four GSK PULSE alum, along with Ahsiya, took it upon themselves to start an innovation incubator to capture insights and fresh ideas. The PULSE program was always about change: change communities; change yourself; change GSK. But Changing GSK was the hardest and most nebulous aspect of our mission to achieve. The team spent a year developing the idea, socializing it with business leaders, and finally launching the PULSE Lab in 2012 in addition to their already demanding day jobs. Since then, the PULSE Lab has moved to an open platform within the company, which enables all employees to play a role through crowdsourcing voting, commenting, questioning and building on innovation proposals. There are clear rules of engagement, an opportunity for key business challenges to frame the innovation challenge, as well as a clear judging process and prizes the main prize of course being to receive funding and resources to translate the winning idea(s) into reality. The PULSE Innovation Challenge has now moved from CSR to an innovation platform by and for the entire company that can ultimately bring both business and social benefit. This is changing GSK.

Graham is a returned GSK PULSE participant. A research scientist, Grahams six -month project in rural Kenya yielded an innovation in affordable paper-based diagnostics. He was one of the PULSE alums who helped create the PULSE Lab, building a process by which to bring insights from the field back into GSK. In his talk, Graham articulated what may be the most important insight for returned participants, I re alized that telling people what to do didnt work. You have to learn and listenshowing empathy and hearing what they think they need. I have gained such respect for people. During his six-month tenure, Graham worked with local communities in soap manufacturing, bee husbandry, and solar power micro-franchising, a huge public health priority to help prevent kerosene fires. treatment. His insight for innovation came from the experience in the field, recognizing the need to develop a low-cost, easy diagnostic tool that would increase access to appropriate

Leaders from JPMorgan Chase, Dow, and Symantec all described their experiences challenges, opportunitiesin launching their various programs. The practice can be used to address a number of challenges and/or opportunities. Its important to consider the most important, and align the program with managements priorities. With Symantec, the focus was on employee engagement; with Dow, the focus was on leadership development; with JPMC, the focus was on stakeholder engagement and the ability to work internationally. Dow introduced a virtual component to the model, which was successful, and helped to grow leadership skill development in person and virtually. Both are essential for their leaders. Executives need to be on board for sustainable programs. Partnering with other experienced companies can be a help in launching a program.

Leaders from la Caixa Foundation, IBM, Google, and SAP discussed opportunities for companies seeking to develop impact and market growth strategies through corporate volunteering and pro bono. For new organizations that are starting ICV programs, its critical to set and manage expectations from the beginning. Also tying the agenda of the company into the mission of the ICV program is important. Having a defined scope of work and repeated projects can be helpful to maximize impact. Pilot projects and partnerships are significantbe willing to experiment and test, to see what works. Building and establishing open and honest relationships matter. Local organizations benefit from joint ICV projects; they get two skillsets and perspectives. Engaging the local office in some capacity is beneficial depending on the priorities of the company.

Participants discussed moving programs to the next level and learned from the experiences of EY, Pfizer, Credit Suisse, and Intel. This session included discussions of some considerations for growth, including critical success factors: Communicationsall channels, internally and externally; Agreed upon goals that are aligned with the organizational strategy, changing these as the organizations needs shift; Consistently capturing feedback and assessing value vis--vis goals; Working cross-function and cross-department internally, for goals, outcomes, and resources.

The session opened with presentations from the public and social sector, with Sharon Rudy providing an overview of USAIDs Global Health Fellows Program II, as implemented by the Public Health Institute. Theresa McCoy presented the view of a private sector program, the Merck Richard T. Clarke Fellows Program, with contributions from returned fellows Rob Dribbon, Darrell Penn and Pamela Polino. The group consisted of representatives from public, private and social sector, and included an exercise in which participants were invited to play a role different than that their current position. This proved to be an effective exercise in building understanding across sectors in terms of motivations, expectations, and needs.

Alice addressed the lunch-time crowd with an overview of her recently published book, which focuses on the power of the marketplace to solve global problems. Pervasive human need presents itself as opportunity to visionary business leaders and the organizations and individuals they serve. including a number of companies involved in ICV. For business, alleviating poverty presents opportunity, while addressing a pernicious global issue. By helping to advance people from extreme poverty to the middle class, businesses anticipate achieving long-term strategic growth through access to new markets, workforce development, product innovation, and product distribution. In Africa, Asia, Latin America, and formerly Communist countries, businesses are teaming up with NGOs and governments to foster employment, business development, and regional capacity-building to strengthen economies. Companies realize that these locales will provide vast and growing market opportunities as wealth increases and consumers seek to increase their quality of life. Businesses are a powerful force in economic development and individual empowerment in some of the poorest regions of the world. By building stronger and more vibrant communities in previously impoverished regions, businesses, in partnership with NGOs and governments, benefit by advancing the vision of all people sharing in global prosperity. Partnering with NGOs and governments, these businesses bring sustainable and profitable solutions. Alice highlighted several examples,

For the first time, the conference streamed live a panel of leaders from the site of a current SAP Social Sabbatical cohort kicking off in Nairobi, Kenya. Rebecca Harrison, CEO, African Management Initiative; Nat Robinson, CEO, Juhudi Kilimo; and Rodney Carew, Senior Analyst, Open Capital Advisors joined the conference from Nairobi, Kenya. All of these organizations are hosting current members of the SAP Social Sabbatical, who had just arrived. Each of the organizations has identified specific scopes of work, and are welcoming the new insight and expertise of the SAP participants.

The panels first point of agreement was to change the word versus to and, recognizing the considerable value that both human and financial resources bring when companies are committed to solving global problems. Joe Sibilia reminded us the language we use is fateful. If were giving back, the obvious question is, What did you take? On the other hand, if we look carefully at the value created, we see that Companies which have structured volunteer and giving programs have greater value. They attract and retain better talent, inspire more loyal customers, help develop products and services and improve the quality of life for all their stakeholders. Donna Callejon and Scott Jackson pointed out the power of technology to connect people with the rest of the world. Changing dynamics, and a growing mindfulness of the base of the pyramid, are feeding greater awareness and understanding. We have the possibility now to see the need and the possibilities; were beginning to see the connectedness, said Scott. Kristine Fortman and Tom Christensen represented the perspective of the private sector and the critical nature of employee engagement in these efforts. The Joint Initiative for Village Advancement (JIVA) in India is a long term commitment by the Deere & Company in response to insights during an in-field experience of senior leaders. Kristine pointed out the need to support do-ers from both a corporate and an individuals point of view. While its important for multinational companies to align their giving of both human and financial resources with their corporate strategy, it is also important to support employees and their personal passions.

The panel convened around the understanding that education is bedrock for so many different aspects of society, including economic issues, and the recognition that cross-sector collaboration remains vital to systemic change. Credit Suisse and Teach for All, now in 32 countries, demonstrate a long-term partnership and investment for change which Amy Black characterized as demand driven. Credit Suisses Eva Halper credited the depth of the partnership to a willingness to understand the entrenched nature of the problems, and the demand to see real resultseven if they are proxies pointing in the right direction. Education is a priority at the most senior leadership levels across public, private and social sectors. Daniella Foster pointed to a notable public-private partnership, in which the State Department has partnered with Intel to make educational English language information available on Intel devices. The panel agreed that the intersection of values, mission, priorities, a willingness to share risk, and the inclusion of uncommon partners are key factors for success.

Eight social sector organizations joined PYXERA Global for an executive speed networking hour in which representatives from each organization led interactive round-table discussions with other attendees. A Billion + Change is a movement to inspire companies of all sizes and sectors to do skills-based and pro bono service and to mobilize billions of dollars worth of skilled service activities to address core issues in our communities. A Billion + Change is housed and managed at Points of Light, the largest organization in the world dedicated to volunteer service. Charities@Work is an alliance of four nonprofit federationsAmericas Charities, Community Health Charities, EarthShare and Global Impact that serves as the cooperative voice for more than 2,500 international, national and local charities. Our purpose is to provide employers with strategies and tools to deliver and enhance high impact and valuable employee engagement programs, CSR and corporate philanthropy initiatives. GlobalGiving provides a platform for nonprofits around the world to connect with individual and institutional resources. We leverage this marketplace to work with companies on their global employee engagement and philanthropic programs. MBAs Without Borders sends business professionals into emerging and frontier markets to utilize and adapt the latest management tools and techniques to fuel economic growth. MBAs Without Borders Advisors have worked around the world and across various sectors to introduce innovative methodologies through long-term technical assistance and market-based strategies. Since 2001, The Taproot Foundation has engaged over 3,500 professionals to deliver more than $150 million worth of pro bono services to nonprofits through its award-winning Service Grant program. Taproots Advisory Services practice also works with companies to help them design and scale high-impact pro bono programs in the U.S. and around the world. True Impact provides web-based tools and consulting support to help organizations such as Deloitte, Intel, GSK, Merck, PepsiCo, Pfizer, Wells Fargo, and their nonprofit partners to measure the social, financial, and environmental value of their grants, volunteerism, and other social investments. VolunteerMatch strengthens communities by making it easier for good people and good causes to connect. The organization offers a variety of online services to support a community of nonprofit, volunteer and business leaders committed to civic engagement. Our popular service welcomes millions of visitors a year and has become the preferred internet recruiting tool for more than 97,000 nonprofit organizations. PSI is a global health organization dedicated to improving the health of people in the developing world by focusing on serious challenges like a lack of family planning, HIV and AIDS, barriers to maternal health, and the greatest threats to children under five, including malaria, diarrhea, pneumonia and malnutrition.

Many corporations struggle to determine where their program best aligns within the company, and in a large multi-national company, that can prove crucial to the long-term success of the program, since it often relies on the ability of professionals to work cross functionally to ensure the programs success. Michelle Langley and John Kolmer recounted their collaborative work in the first year of Dows Leadership in Action Program as they both sought to fuse together CSR and leadership development. Like many multi-national companies, Dow already had a fairly well-developed leadership program, but they shifted resources in order to move the experience from the classroom and boardroom to the real world. Specifically, the program sought to achieve the targeted goals of action learning, tackling real world problems, enhancing cultural and global fluency, and gaining a first-hand look at the challenges and opportunities of some of the worlds fastest growing markets.

The last panel of the day convened a group of program leaders with a range of perspectives. IBM represented the largest of these programs, as well as one of the longest running, while the first Symantec cohort had returned just two weeks earlier. In addition to reviewing again the themes of the day leadership, innovation, and impactthe panelists noted some additional findings from their experience. While programs are generally noted for leadership development, the direction of that emphasis is usually with the individual in the field, a part of the ICV cohort. Yet, Theresa McCoy noted that when a senior executive became a Merck Fellow for three months, it necessitated a whole new level of performance from the home team, and significant opportunity for those left behind to grow and manage the absence. Lora Phillips noted that, while engagement of the team employees is generally understood, the new program for Symantec was a Perfect storm of opportunity to align with our new strategic framework. It gave us something to celebrate together at a point of enormous change. The need to prepare employees to excel in a globally integrated enterprise remains a significant component of the IBM Corporate Service Corps, and the program has grown based on its ability to demonstrate the capability to deliver those results. Not only does IBM measure the feedback from participants of the program, but their managers as well. The results speak for themselves: 92% of managers report employees showed enriched cultural awareness; 78% reported improved attitude and motivation; and 73% report their employees demonstrate enhanced leadership skills. The ability to measure specifically the change catalyzed by such interventions remains a challenge, but one still well worth pursuing.

Deirdre White, CEO of PYXERA Global, delivered the closing remarks to the 5th Annual International Corporate Volunteerism Conference Catalyzing Growth in Emerging Markets. The inspiring keynote emphasized how crosssector collaboration can pave the way for development 2.0, purposeful global engagement. Read the entire keynote:
A Confession When I was first asked to provide the closing remarks th for the 5 Annual International Corporate Volunteerism Conference, my first thought was that by this point in time, most of you have heard of my musings, whether in person, in my blogs, or even in my very occasional forays onto Twitter. But then I gave it some thought and decided that this might be an excellent opportunity to make a confession to all of you. A confession? you ask. Well, yes. Because while many of you know how vocal a proponent I am for the good that business can do in the worldespecially with the right partnerships across the public and social sectorswhat you probably dont know is that I did not start out that way. In fact, rather the opposite. Its true, I confess, I was a stalwart business-hater. So, if you will indulge me, Id like to share with you a bit about why I took that position in the past, and why and how my thinking on the topic evolved. This means you have to take a little trip into my past, so bear with me a few moments, and I promise not to tell you about my first grade teacher or my high school crush. I suppose I did not really have a choice but to be a dogooder of some sort. When I was two months old, my family moved to Ouagadougou, in what was then Upper Volta. My father has spent his whole career working in the field of public health, and at the time, he was part of Lyndon Johnsons commitment to eradicate smallpox. So my mom and brother and I travelled from Bourkina to Ghana to Ivory Coast to Senegal as he worked to vaccinate people across West Africa in what turned out to be a fantastic and lifesaving massive effort using public funds. My mom, on the other hand, spent most of her career as a civil rights attorney for the labor department, where her job was to sue businesses that violated the fair labor standards act, ensuring that people were treated and compensated fairly when business behaved badly, which appeared from my observation and the volume of my moms work, was far, far too often. In other words, I grew up with a sense that business can do a lot of bad, and that government is there to save lives and also to keep businesses in check. And this was not because my parents said that, but because of what I observed in their work. Im sure I had no sense of the NGO, or social sector at the time. Im also sure I neither thought through where those lifesaving vaccines came from, nor the number of jobs sustained by those very same businesses kept in check by the fair labor standards act. In other words, it was pretty black and white for me. But hey, I was a just a little kid. Fast forward a number of years, and further cementing my distrust for and dislike of business was the situation in apartheid South Africa. In the 1980s, there were huge movements across the US to get American businesses to divest of their South African operations. I remember being such a proud daughter watching my mom arrested and plasticuffed for protesting at the South African Embassyand so disappointed that I wasnt allowed to get arrested too, only to watch and drive the car home. I took my outrage and sense of injustice to my college days at Penn. A quick peek into the archives of the Daily Pennsylvanian would tell you how often I used my opinion column to rage against the University for its massive investment in businesses with South African operations. As a leader of the Penn Anti-Apartheid coalition, I even went so far as to bring together a handful of other students to file a class action lawsuit against the university to force transparency on the investments, and, of course, eventual disinvestment of our endowment. Umm, they really loved me at Penn At that time, the guiding principle for American businesses who maintained operations in South Africa was constructive engagement, in other words, We can do more good by being here and having good policies vis--vis black South Africans than if we were not here. For those who dont remember those days, Reverend Sullivan from Philadelphia had developed the Sullivan Principles for responsible business engagement in South Africa. The original Sullivan principles were launched in 1977 to apply economic pressure on South Africa in protest of its system of apartheid. The principles eventually gained wide

adoption among United Statesbased corporations. But at the time, there was much criticism that these generally positive principles were simply a set of standards with no real teeth, and that while they may have changed some of the environments within a business working place, they were not fostering substantive policy change. They gave business a justification for and a way for management and shareholders to feel better aboutturning profits under the apartheid regime. For those of us focused on the issue, we saw it as crucial that our university not be supported with money in any way earned through the atrocities of apartheid. In looking back at the height of the anti-apartheid campaign of the 80s, it is fascinating to see what the role of business turned out to be. Before the end of South Africa's apartheid era, at least 100 businesses completely withdrew their existing operations from South Africa. At the movements peak in the late 1980s, hundreds of universities, governments and pension funds in the U.S. had pulled billions of dollars out of South Africa, helping to undermine the apartheid regime. That is, while it was certainly the courage of the South African people that was at the heart of the changes that rolled out in the early 90s, even Mandela himself credited the American movement for divestment and the eventual passing of the economic sanctions bill as having pushed deKlerck into a corner where he had no choice but to hand over power. In other words, it was not the constructive engagement that fostered change, but the active disengagement of business. While at the time I was primarily focused on getting businesses not to support bad, in retrospect, this was my first real lesson in the power of business to do good. That is, business acted as a powerful counterpoint to government, and was able to force the enactment of unfathomable social change. And while there was certainly talk of Corporate Social Responsibility in the two decades previous, from my observation, that divestment movement was the spark that launched contemporary corporate citizenship practicelaunched it slowly, to be sure, but I believe that there was enormous, if unconscious, recognition of the power (if not the obligation) of business to do good for society. For my part, it was also, if subconsciously, the reason PYXERA Global focuses on the work we do today we believe its time for another spark, and thats why we have made it our bold mission to reinvent the way

private, public and social sector interests come together to solve problems and effect change. It is also not unimportant that our vision is of a CULTURE of sustained collaboration. This means longterm behavioral change. And while certainly the past two days (of the conference) have shown ample evidence of cross-sectoral partnerships, and some progress on the culture change, we still have a long ways to go. Catalyzing Growth and Change in Emerging Markets So with that background, and confession behind me, lets turn back to today and why you are all hereto Catalyze Growth in Emerging Markets. If I had the opportunity to rename the conference today, I might say Catalyze Growth and Change in Emerging Markets because I think the focus on growth for growths sake does not serve many citizens of the world well and that change of systems and mindsets to provide broader opportunities must accompany growth. And that comment is not directed just toward the private sector, but equally to the public and social sectors. The US has been engaged in so-called development since the post-World War II Marshall Plan, which while it contributed enormously to Europes ability to recover and thrive after the war, was also a brilliant containment strategy in the dawning of the Cold War. Post-Marshall plan, it seems that we development experts gradually lost our way. Thats not to say that development practitioners have not done an enormous amount of goodespecially in crisis and humanitarian response, and in the global health arena, the successes are manybut the failures are many too, and there are undeniable contributions of the aid system to propping up bad leaders and to disenfranchising the very people that it set out to help. Moving Beyond Development to Purposeful Global Engagement These failures should shock, offend, and shame us, but in spite of a few key books and articles, were not talking about it as practitioners or as a nation. I said earlier that behavior and mindset change is critical to a better world, and part of the mindset change at PYXERA Global is that we are erasing the word Development from our vocabulary in favor of this concept of Purposeful Global Engagement Some of you may have noticed the similarity to the term constructive engagement of the 1980s anti apartheid movement. Ironically, given the background I

just shared, I only noticed that when I was preparing my comments for this closing. In any case, I think that whether the model in your head is one of development or constructive engagement, purposeful global engagement kicks it up a notch. It requires us to do more. Having worked in the international development field myself for more than 25 years, I object to the term development as I think it connotes doing something to someone or something. And while you may think that is too nuancedif you look at some of the greatest development failures of the last 70 yearsit is precisely this dropping in and doing something TO someone that has been the root of some colossal failures, with sometimes catastrophic results for individuals, communities, and nations. By the way, I have a whole list of words I object to in this spacebeneficiaries, developing countries, and fragile states, just to start. I dont have good new language for my entire list yet, so I invite you to join PYXERA Global on its journey to re-vocabularize development. Because, like it or not, nomenclature counts. So now lets look at this notion of purposeful engagement. Here, we are doing something WITH someone. We are engaging together with a purpose. In the case of the John Deere Foundations JIVA program, some 20 people spent the better part of three weeks engaging with villages, from the regional government all the way down to the farmer and student level, with the purpose of identifying needs and creating a longer term engagement for positive change. Thats 60 person weeks spent just getting a solid picture of the challenges in three tiny villages! Trust me, that does not happen in your average development project, but it was possible by leveraging the talent and time of John Deere employees. In the case of Dow, IBM, Pfizer, and Merck, PYXERA Global identifies host organizations and conducts participatory needs assessments. We dont assume we know their needs and what is right. We listen and cocreate a scope of work and then match the skill sets of our private sector partners, who go on to co-create solutions. In the case of all global pro bono or international corporate volunteer programs, individuals and companies are engaging with the purpose of developing skills and leadership acumen, and gaining insights into new markets, but also with the purpose of driving social impact.

Purposeful Global Engagement is a different mindset. It moves away from the idea that we are here to help you. And I know it feels so good to have that sense of helping. But I would challenge us all to think of this work as Providing services that enable people and organizations to succeed, and to find that concept equally satisfying, and equally warm and fuzzy. That may not seem hard, but it can be. When we look at charitable activities around the globe and the way that fundraising is done, it is often about help, and the pictures show a mother that will be able to feed her child because of your help. It sure feels good to be a part of that. And charity is important. Philanthropy is important. Its important that there are organizations that fill those immediate humanitarian needs. But with purposeful global engagement and with global pro bono in particular, we move away from the idea of helping and to one of service provision and enabling success. Yep, so much of the global pro bono work on the ground is all about process. Ewww, process. Its so unsexy, isnt it? Well it sure as heck shouldnt be, because process change is what allows that mother to feed her child EVERY day, not just the day or days that your $20 pays for. Process is what helps NGOs or local governments better deliver required services. Process is what helps entrepreneurs to grow and serve and hire more people. Process is what transforms the old adage about giving a man a fish and he eats for a day. The usual endpoint is teach him to fish and he eats for a lifetime. At PYXERA Global we believe you cant stop there sorry, but thats the easy, feel good way out. In fact, you need to support the creation of an ecosystem, where there is processing and canning and sales and marketing. And fishing pole manufacturing. And financial and HR and safety policies. Then, that same fisherman isnt only feeding himself, but he is also enabling a whole community to feed themselves, and others as well. Thats about supporting process, and its maybe not the prettiest of pictures the fish processing factorybut we in this room have the capacity and the resources to affect this kind of major change. Dr. Pat Morris from DTS said this to me the other day Process is the root of all social change. Wow. Think about that for a moment. How do you like that, YOU, the work that all of you in this room do

through your global pro bono programs partnerships, is the root of social change?

and

we are changing the traditional feel good, and creating a whole new sphere of contributions that matter. A Call to Action One way you can certainly tell that it takes courage to do this type of global pro bono work can be seen in this room and in the PYXERA Global ICV Benchmarking Study. We have, all of us together, developed a proven model that drives both business and social value. It is a gold standard shared value model. And yet, we have faced some pretty stunning challenges in interesting many of our public and NGO sector colleagues, especially here in the US, in collaboration. Those of you here from these sectors can see the great potential and I want to acknowledge your vision and openness, and express how grateful we are for the opportunity to work with you. But there are, frankly, far too few of you at the table and far too few who are prepared to make the compromises necessary to engage in these types of partnerships. The private sector is swarming the dance floor, and there are far too few good dance partners out there. You have a vested interestthe world has a vested interestin not leaving them to dance alone. Turning to the private sector, we learned this morning that there are still only 39 companies doing this work at any scale. Its just not enough. 26 companies answered our survey, and the 2000 people a year they are dedicating is not enough. Even if we assume that those 13 companies who did not respond have comparable programs, were still only to 3000 participants a year. Its not enough to affect change within corporations, and its not enough to really move the needle on complex global challenges like those weve discussed these past two days. So I leave you today not only with a thanks for your courage and the courage of the companies, organizations, and government agencies you represent, but also with a challengea challenge to do more to instill courage in others; to do more to change mindsets regarding partnership and mutual benefit; to do more to share the importance of process change; to do more to get other companies to follow your example; to do more to scale up your own programs; and to think creatively about what ICV 2.0 looks like. What are the innovations we can bring to this proven model that will more quickly and more effectively move that needle? I have the feeling that we will have some really exciting new approaches to exploresame time, next year.

To me that is undeniably sexy, and I hope it is to you all as well. This picture is my poor attempt to make it sexy, but Im sure together we can come up with something much better. Courage to Change the Status Quo I think its really important to take a moment to talk about the courage it takes to walk this engagement path, this partnership path, this process path. All of you are doing it, and you are probably so IN it that you do not recognize that it is quite unique. It takes courage to engage and to find out what is really needed, versus what you want to give. It also takes time, resources and deep listening and observation skills. As we heard in abundant detail yesterday and today, it takes courage to forge a true partnership. It takes compromise. It takes respect for one anothers goals, experiences, knowledge, processes, and approaches. It takes more time to forge a partnership than to just hire a vendor or move forward on your own. It takes courage, if you are the one writing the check, to ensure that you are incorporating the partners goals as well. It takes courage, if you are a donor institution or an NGO, to accept that your private sector partner has a goal, even an obligation, to drive business value that is to ultimately profit from this work. And that is a valid goal, and should be embraced as part of the partnership. It takes courage to disagree with your partner. Gina Tesla from IBM and I were on a panel together a couple months back and we were discussing this concept that partnership is hard, and takes a lot of effort. At one point I said something along the lines of If youve never wanted to strangle your partner, its probably not a really partnership. To which Gina replied, Innovations and great ideas dont always come from agreement. Turns out even the great peacemaker Gandhi saw that disagreement and progress go hand in hand. These are really important notions to understand, accept, and even value highly. It takes courage to embrace fostering process change as a massive contribution to the world. It does not have pretty pictures and the traditional feel-good stories, but together as a global pro bono field of practice, I can see