Preparing Business Leaders to Manage Social Impacts: Lessons from the Field

The power, wealth and impact of multinational corporations now exceed that of many national govern ments, and this fact has created an expectation that corporations have a responsibility to manage their impacts on the wider social context. Although these observations are increasingly cited as 'truisms' in the business press and in policy debates, few business schools have given attention to the management of social impacts into their core curriculum. In this article the author raises the question that, if business leaders, pol icy makers, NGOs and even the media agree there is a need, why is there so little expressed demand from business who recruit at business schools? The work done at the Aspen Institute has been presented in this regard. The Aspen Institute's Initiative for Social Innovation through Business (ISIB) has taken a system atic look at both the 'demand' for and the 'supply' of business education that addresses the interdependence between business needs and wider societal concerns. By means of global dialogues among CEOs and lead ers of the public, NGOs and academic sectors, as well as through surveys, focus groups and traditional research, Aspen ISIB has gathered data that illuminates this question of supply and demand, and also sug gests powerful levers for influencing what business scholars research and what business educators teach about the management of social impacts.