Creating Shared Value: Becoming a Movement

Michael E. Porter

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Creating Shared Value: Becoming a Movement

by Michael E. Porter

Abstract

CSV presentation from the 2014 Shared Value Leadership Summit held by FSG. Topics include: shared value momentum, shared value in extractives, and shared value and investors.

Keywords: Society; Investing; Society; New York (city, NY);

Language: English

Format: Video

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Citation:

Porter, Michael E. "Creating Shared Value: Becoming a Movement." Shared Value Leadership Summit, FSG, New York, NY, May 13, 2014.

About the Author

Michael E. Porter

Bishop William Lawrence University Professor

Strategy

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Article | Institutional Investor | October 16, 2019

Where ESG Fails

Michael E. Porter, George Serafeim and Mark Kramer

We are entering a new stage of understanding of the linkage between investment performance and social impact. Previous approaches, such as socially responsible investing and environmental, social, and governance (ESG) screening, have obscured the opportunities for higher growth, profitability, and competitive advantage that come from creating shared value: addressing social and environmental issues as integral to a company’s core strategic positioning. A shared value approach to investing can deliver superior shareholder returns, but capturing that value will require very different practices on the part of both corporate leaders and investors.

Keywords: ESG; sustainability; environment; social impact; impact investing; ESG (environmental, social, governance) performance; ESG reporting; shared value;

Citation:
Porter, Michael E., George Serafeim, and Mark Kramer. "Where ESG Fails." Institutional Investor (October 16, 2019). View Details

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Case | HBS Case Collection | April 2018 (Revised September 2019)

Growing a Cluster: The Singapore Biomedical Sciences Initiative

Michael Porter and Christian H.M. Ketels

Citation:
Porter, Michael, and Christian H.M. Ketels. "Growing a Cluster: The Singapore Biomedical Sciences Initiative." Harvard Business School Case 718-428, April 2018. (Revised September 2019.) View Details

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Article | Health Affairs

Navy Medicine Introduces Value-Based Health Care

Alee Hernandez, Robert S. Kaplan, Mary L. Witkowski, C. Forrest Faison III and Michael E. Porter

In 2016 the newly appointed surgeon general of the Navy launched a value-based health care pilot project at Naval Hospital Jacksonville to explore whether multidisciplinary care teams (known as integrated practice units, or IPUs) and measurement of outcomes could improve the readiness of active duty personnel and lower the cost of delivering care to them, their dependents, and local retirees. This article describes the formation of the project’s leadership structure; the selection of four conditions to be treated (low back pain, osteoarthritis, diabetes, and high-risk pregnancy); the creation of the care team for each condition; outcomes and costs measured; and the near-term changes in outcomes during the twelve-month pilot period. Patient outcomes improved for three of the four conditions. We describe factors that contributed to the project’s success. After the pilot concluded, the Navy combined the back pain and osteoarthritis IPUs into a single musculoskeletal clinical unit and established a similar IPU at another naval hospital and its clinics. The diabetes IPU was continued, but the high-risk pregnancy IPU was not. We offer several observations on the elements that were key to the success of the project, explore challenges and opportunities, and suggest that the pilot described here could be taken to greater scale in the Military Health System and elsewhere.

Keywords: military health system; Health Care and Treatment; Cost Management; Projects;

Citation:
Hernandez, Alee, Robert S. Kaplan, Mary L. Witkowski, C. Forrest Faison III, and Michael E. Porter. "Navy Medicine Introduces Value-Based Health Care." Health Affairs 38, no. 8 (August 2019): 1393–1400. View Details

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Creating Shared Value: Becoming a Movement

Abstract

Citation:

About the Author

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