Design Thinking & Innovation

Goal 17: Partnerships for Goals

(CSR Innovation Hub)

Group 10
Rajat Bhanawat (C010)
Dhruvi K Dubal (C021)
Tej Salunke (C027)
Eesh Goel (C049)
S Neha (C052)
______
2023-24
INTRODUCTION

In a world where global challenges transcend borders, collaboration isn't just a choice,
it's an imperative. That's why our project, the Corporate Social Responsibility (CSR)
Innovation Hub, aligns directly with Goal 17: Partnerships for the Goals. We envision
a dynamic platform where businesses can come together, share their CSR expertise,
and co-create innovative solutions that address today's most pressing social and
environmental issues.

The landscape of CSR is changing. Businesses are no longer siloed in their efforts.
Consumers, employees, and investors are demanding greater transparency and impact.
They're calling for solutions that go beyond traditional philanthropy and address
challenges at their root.

This is where the CSR Innovation Hub steps in. We recognize that collective impact is
exponentially greater than individual action. By fostering a collaborative environment
where businesses can brainstorm, prototype, and scale innovative CSR initiatives, we
aim to:

 Amplify the reach and impact of individual CSR efforts.

 Cross-pollinate ideas and generate novel solutions.
 Unlock synergies and resources that wouldn't exist in isolation.
 Inspire a new generation of business leaders committed to social responsibility.

Our commitment to Goal 17 extends beyond fostering partnerships. We believe that

true collaboration transcends sectors and borders. Through the Hub, we will connect
businesses with non-profit organizations, academic institutions, and government
agencies, creating a diverse ecosystem of changemakers.

Ultimately, the CSR Innovation Hub is about more than just doing good, it's about
doing better together. We believe that by harnessing the collective power of business,
we can accelerate progress towards the Sustainable Development Goals and build a
more sustainable, equitable future for all
PROBLEM STATEMENT
How might we help businesses (User X) collaborate and co-create innovative Corporate
Social Responsibility initiatives (Activity Y) to foster a collective impact to develop
sustainable solutions (Compelling Reason Z)?

 Current CSR efforts are often isolated within individual companies, leading to a lack
of knowledge sharing, duplication of efforts, and missed opportunities for
collaboration.
 This fragmentation hinders progress toward ambitious sustainability goals and limits
the potential for transformative systemic change.
 The urgency of the environmental crisis demands accelerated innovation and
leveraging collective expertise to develop game-changing solutions.
 A CSR Innovation Hub would serve as a centralized platform for businesses to
connect, share best practices, and co-create innovative CSR initiatives.
 This platform could host online and offline events, facilitate mentorship programs,
and provide access to resources and expertise.
 By fostering collaboration and knowledge exchange, the Hub would break down silos
and unlock the power of collective action in the pursuit of a sustainable future.
 The Hub would catalyse the development and implementing of groundbreaking CSR
initiatives that address critical sustainability challenges.
 By working together, businesses could achieve greater impact than they could on their
own, driving progress towards global sustainability goals.
 The Hub would ultimately contribute to a more sustainable and equitable future for
all.
STAKEHOLDERS
1. Direct Users:

 Businesses: Companies of all sizes and industries interested in enhancing their CSR
initiatives through collaboration and co-creation.
 Startup Entrepreneurs Young companies with innovative solutions related to social or
environmental challenges.

2. Indirect Users:

 Employees: Individuals affected by their company's CSR practices and potentially

involved in co-creation activities.
 Customers and Consumers: Individuals who make purchasing decisions based on a
company's commitment to social responsibility.
 Governments and Regulatory Bodies: Entities providing guidelines and frameworks
for responsible business practices.

3. Facilitators:

 Technology Providers: Developers of platforms and tools to support collaboration,

communication, and idea generation.
 Educational Institutions: Universities and business schools offering courses and
training on collaborative CSR and co-creation.
 Non-profit Organizations (NGOs): Organizations with expertise in specific social or
environmental issues, offering knowledge and resources for collaborative CSR
efforts.

4. Influencers:

 Thought Leaders and Experts: Individuals with recognized expertise in CSR,

sustainability, and co-creation.
 Philanthropists and Foundations: Donors supporting the development and
 Awards and Recognition Bodies: Organizations that recognize and incentivize
outstanding CSR achievements.
 Industry Associations: Groups representing specific industries or sectors, promoting
responsible business practices.
 Media and Public: Consumers and citizens engaging with businesses and influencing
public perception of CSR efforts.
 STAGE 1 - EMPATHY MAP

1) FLY ON THE WALL

1. Executives discussing CSR initiatives in silos, lacking cross-departmental
collaboration; limited interaction between CSR and core business units.
2. CSR team struggling to gather diverse perspectives; employees seem unaware of the
ongoing CSR activities and potential for involvement.
3. CSR initiatives are ad hoc, with a focus on occasional philanthropy rather than a
structured, sustainable approach; lack of clear strategy.
4. Top-down approach in CSR decision-making, limited input from employees; missed
opportunities for bottom-up innovation.
5. Overemphasis on technological solutions in CSR, neglecting potential social and
environmental impact; need for a more holistic approach.
6. Limited engagement with local communities, primarily focusing on regulatory
compliance rather than proactive community involvement.
7. Lack of measurement metrics for CSR impact; executives find it challenging to
quantify the outcomes and benefits of their initiatives.
8. Fragmented communication channels hinder employee engagement in CSR;
employees unaware of the company's broader sustainability goals.
9. Heavy reliance on monetary contributions; missing opportunities for skill-based
volunteering and knowledge-sharing initiatives.
10. CSR activities predominantly reactive to negative publicity; need for a proactive, pre-
emptive approach to social and environmental responsibilities.
11. CSR initiatives lack innovation; repetitive projects with limited impact, showing a
need for fresh perspectives and creative ideation.
12. Scaling CSR initiatives to create a broader impact proves challenging for businesses
of all sizes.
13. volunteer programs
14. Upcycled office decor and furniture
15. Employees actively shared success stories from community engagement
16. Collaborative partnerships with local NGOs
17. Flexible work arrangements for employees engaged in volunteer work
18. Communication channels, including the company website, newsletters, and social
media, are actively utilized to keep stakeholders informed
19. Small businesses seem less involved in CSR activities compared to larger
corporations.
20. Employee engagement in CSR activities varies, with some employees showing low
interest or participation.
21. Overemphasis on formal meetings; potential for spontaneous ideation and
collaboration during informal interactions is overlooked.
22. Fear of failure impedes the exploration of unconventional CSR initiatives; fostering a
culture that embraces experimentation and learning is crucial.
23. Limited involvement of frontline employees in decision-making processes; tapping
into the diverse perspectives of all staff can enhance the quality of CSR initiatives.
24. Lack of formalized systems to recognize and reward innovative CSR ideas;
implementing a recognition framework can motivate employees to contribute more
creatively.
25. Absence of a strong CSR-focused corporate culture; cultivating a culture that values
social responsibility can drive intrinsic motivation among employees.
26. Sustainable practices integrated seamlessly into daily operations, reducing the
company's environmental footprint.
27. Empathetic interactions between employees and local residents
28. Employee training sessions on social issues
29. Integration of social responsibility goals into employee performance evaluations
30. Inclusive language and imagery in CSR communications
31. Recognition programs for outstanding contributions to CSR efforts
2) CUSTOMER JOURNEY MAP
2) FOCUSED INTERVIEWS

i) Direct User Interviews

Interview with Business:

1. Can you tell us how your company does things for social responsibility?
Sure! We have a special team that works on projects to help communities, the environment,
and our own employees. We team up with others like NGOs to do more. We don't just follow
rules; we want to make a real difference.
2. What's hard for your company when it comes to working together and coming up with new
ideas for social responsibility? And what's the company's attitude about being good to people
and the planet?
One challenge is that different parts of our company don't always work together. Sometimes,
people see being good to others as an extra thing, not something we do every day. We're
trying to change that and make being helpful part of who we are.
3. If there were no constraints, what kind of CSR initiative would you envision for your
company?
If we could do anything, we'd create a big plan that's not just about following rules. It would
be about everyone in the company working together, using their skills to solve big problems.
We'd want to do things that help communities and the environment while also fitting with
what our company stands for.

Interview with Entrepreneur:

1. Can you tell us how your company does things for social responsibility?
To be honest, we're still figuring things out. We don't have a dedicated team for CSR, and
most of our efforts are a bit ad hoc. We've done some small charitable events, but it doesn't
feel like a structured approach yet.
2. What's hard for your company when it comes to working together and coming up with new
ideas for social responsibility? And what's the company's attitude about being good to people
and the planet?
Collaboration is tough for us. We're a mid-sized company, and everyone's pretty focused on
their specific tasks. Social responsibility sometimes feels like an extra burden, and there's not
a strong push to integrate it into our daily work. It's seen more as a 'nice to have' than a 'must-
have.
3. If everything was possible, what awesome thing would your company do for social
responsibility?
If I could dream big, I'd love to see us launch a CSR initiative that's both impactful and
aligned with our business goals. Right now, it's hard to envision because we're not sure where
to start. But ideally, it would be a program where everyone in the company gets involved,
using their skills to make a positive difference in our community and the environment.
ii) Facilitator Interviews
Interview with Education Institute:

1. How does your organization engage with businesses to facilitate collaboration on CSR
initiatives?
Well, we're all about connecting with businesses! We start by reaching out through events,
forums, and good old-fashioned networking. We love sharing what we know about CSR
education and finding common ground for exciting projects. It's like building a bridge to get
businesses excited about jumping into educational CSR adventures with us.
2. Could you outline key resources or guidance offered to facilitate this process?
We provide businesses with comprehensive resources, including access to faculty expertise in
CSR, relevant research findings, and educational materials. Our institution offers tailored
training sessions, workshops, and consultation services to guide businesses in understanding
CSR frameworks and integrating sustainable practices into their operations.
3. What challenges do you face?
Getting businesses on board initially can be a hurdle; convincing them of the value of CSR
education takes some effort. Sustaining engagement over time is also a challenge, given
businesses' busy schedules. And, measuring impact isn't a straightforward task – finding the
right metrics to capture the true essence of these collaborations is an ongoing process.

Interview with NGO Owner:

1. How does your organization engage with businesses to facilitate collaboration on CSR
initiatives?
We love diving into partnerships! We actively reach out to businesses through networking
events, conferences, and direct outreach. Our approach is all about showcasing the positive
impact they can make through CSR initiatives. It's like starting a conversation that turns into
a journey of collaboration.
2. Could you outline key resources or guidance offered to facilitate this process?
We've got a toolkit ready for businesses! From in-depth research on CSR trends to tailor-
made guidance on sustainable practices, we offer a range of resources. Workshops, training
sessions, and personal consultations are part of the package, ensuring businesses have the
know-how and support needed to embark on meaningful CSR journeys.
3. What challenges do you face?
Ah, challenges are part of the game. One big hurdle is breaking through initial scepticism –
some businesses view CSR as an extra effort rather than a valuable investment. Sustaining
interest and commitment over the long haul is another challenge, considering the busy
schedules of businesses. And, of course, finding the perfect metrics to measure the real
impact of CSR initiatives is an ever-evolving puzzle.
iii) Indirect User Interviews
Interview with Company Employee:

1. How familiar are you with the current Corporate Social Responsibility (CSR) initiatives
within our organization, and to what extent do you feel engaged in these activities?
To be honest, I'm somewhat familiar with the CSR stuff happening here. There are occasional
updates, but it doesn't feel like something I'm deeply connected to. It's there, but I haven't
dived into it much.
2. How would you personally like to be involved in co-creating sustainable solutions?
I'd love to be hands-on in coming up with ideas! It would be cool if there were brainstorming
sessions or some platform where we can throw in suggestions. Maybe working on a project
that directly relates to what our team does – like applying our skills for a good cause.
3. What factors would motivate you to actively participate in such activities and contribute to
a collective impact?
Recognition matters. If my efforts in CSR were acknowledged, it would motivate me big
time. Also, knowing that what we're doing is making a real impact – that's a huge motivator. I
want to feel like I'm part of something meaningful, you know?
4. Are there any challenges or barriers you perceive that hinder active collaboration on CSR
initiatives?
Time is a big one. We're all juggling so much already, and sometimes it feels like adding
more might be too much. Plus, if the connection between what we do day-to-day and the CSR
initiatives isn't clear, it's a bit hard to see how we fit in.

iv) Influencer Interviews

Interview with Industry Expert:

1. From your perspective as a thought expert in CSR, what emerging trends or best practices
do you see for innovative CSR initiatives?
In the realm of CSR, I'm witnessing a fascinating shift towards strategic, purpose-driven
initiatives. Businesses are increasingly integrating CSR into their core strategies rather than
treating it as a standalone project. Sustainability reporting and transparent communication
about social impact are gaining prominence, aligning businesses with societal expectations.
2. In your experience, what are the common challenges businesses face in collaborating on
CSR, and what strategies or solutions have proven effective in overcoming these challenges?
Collaboration in CSR often stumbles upon organizational silos and a lack of cross-functional
communication. Successful strategies involve fostering a culture of shared purpose, breaking
down departmental barriers, and implementing collaborative platforms. Establishing clear
communication channels and highlighting the mutual benefits of collaboration have proven
effective in overcoming these challenges.
3. Are there specific tools or approaches that you believe can enhance the effectiveness of
businesses working together for sustainable solutions?
Certainly, leveraging technology plays a pivotal role. Collaborative platforms, project
management tools, and communication apps can streamline interactions among businesses.
Additionally, establishing a standardized framework for measuring and reporting social
impact ensures a unified approach. Cross-industry knowledge-sharing forums and regular
interactive sessions also enhance the effectiveness of businesses in co-creating sustainable
solutions.
PAIN POINTS IDENTIFIED
1. Choosing Impactful Causes:
Businesses face the challenge of selecting the most impactful causes from a myriad of
options. This decision-making process can be complex and requires careful consideration to
ensure alignment with both business values and societal needs.
2. Challenges Aligning with Core Goals:
Aligning CSR activities with the core goals of the business poses a significant challenge.
Ensuring that these initiatives seamlessly integrate with the company's mission and objectives
requires strategic planning and coordination.
3. Scepticism and Low Participation:
Companies may encounter scepticism and low participation levels, especially during the
initial phases of implementing CSR initiatives. Overcoming resistance and fostering a culture
of active involvement is crucial for success.
4. Resource Constraints Impacting Choices:
Resource constraints can limit the choices available for CSR activities. NGOs and
educational institutes may face the challenge of making impactful decisions within financial
constraints, requiring careful prioritization and resource allocation.
5. Difficulty Finding Suitable NGO Partners:
Identifying suitable NGO partners can be challenging, as businesses seek organizations that
align with their values and goals. The process of finding the right partners involves extensive
research and due diligence.
6. Employee Resistance to Volunteering:
Employees may initially resist engaging in volunteer activities. Overcoming this resistance
and motivating staff to actively participate in CSR initiatives is a common pain point that
companies need to address.
7. Lack of Recognition for contribution:
Employees engaged in CSR efforts may feel a lack of recognition for their contributions.
Establishing a formalized system for acknowledging and rewarding innovative CSR ideas is
essential to motivate continued participation.
8. Quantifying Social Impact:
Quantifying the social impact of CSR initiatives poses a measurement challenge. Businesses
need effective metrics and evaluation methods to demonstrate the tangible outcomes of their
efforts and communicate this impact transparently.
9. Silos and Lack of Cross-Departmental Collaboration:
Businesses often operate in silos, hindering effective collaboration between different
departments, including CSR. The lack of seamless communication and coordination across
various business units can impede the holistic integration of CSR initiatives into the overall
corporate strategy. Breaking down these silos becomes essential for fostering a collaborative
approach to CSR that aligns with the company's overarching goals.
10. Public Scepticism Despite Transparency:
Despite transparent communication, businesses may face public scepticism regarding their
CSR efforts. Building and maintaining public trust requires ongoing efforts to showcase
genuine commitment and consistent positive impact.
STAGE 2 – DEFINE
PROBLEM STATEMENT:

How might we help businesses (User X) collaborate and co-create innovative

Corporate Social Responsibility initiatives (Activity Y)?

Choosing Impactful Causes – Y1

Silos and Lack of Cross-Industry Collaboration – Y2
Resource Constraints Impacting Choices – Y3
Lack of Recognition for contribution – Y4
Quantifying Social Impact – Y5

X1 - Businesses
X2 - Employees
X3 - NGOs
DEFINING PROBLEMS (HMW Questions)
1. How might we help businesses effectively select impactful causes for CSR?
2. How might we help businesses and NGOs collaborate and address the challenge of
limited cross-industry cooperation for CSR?
3. How might we support NGOs in managing resource constraints that affect their
decision-making processes?
4. How might we help employees gain recognition for their contribution in CSR
initiatives?
5. How might we help businesses and NGOs quantify the social impact of their
initiatives?
STAGE 3 – IDEATION

IDEAS GENERATED FROM SCAMPER

Problem Statement: How might we help businesses (User X) collaborate and co-create
innovative Corporate Social Responsibility initiatives (Activity Y) to foster a collective
impact to develop sustainable solutions (Compelling Reason Z)?

S - Substitute:
Can I use other processes or procedures?
 Instead of maintaining long-term CSR focuses that may become stagnant over time,
we could adopt a "Cause of the Month" approach. This strategy involves rotating
focus areas regularly, keeping initiatives fresh and engaging for employees and
stakeholders. We could organize dynamic challenges involving employees and the
public to foster creativity and collaboration in developing sustainable solutions.
 Instead of having traditional volunteer programs that demand significant time
commitments, we could provide opportunities for micro-volunteering during the
workday or remotely, making it more convenient for employees to participate in
smaller, manageable tasks.

C – Combine
What ideas, materials, features, processes, people, products, or components can I
combine?
 Develop toolkits with resources (templates, guides, case studies) to support businesses
in designing and implementing collaborative CSR challenges.
 Establish physical or virtual hubs where businesses can share resources, expertise, and
volunteers to implement collaborative CSR projects by creating platforms where
businesses can share employee skills and resources with NGOs for specific CSR
projects.

A – Adapt
How I can take inspiration in other products or processes, but in a different context??
 Propose an algorithm for matching businesses based on shared values, interests, and
CSR goals to facilitate collaboration where businesses can connect with facilitators,
share ideas, and form partnerships for CSR initiatives.
 Adapt gamification, incentives, and social proof from crowdfunding platforms to
incentivize businesses to co-create CSR initiatives.
M – Modify
How can I add more value?
 Look for underserved segments or adjacent markets.
 Creating valuable content and outreach: Use social media, paid ads, and strategic
partnerships.
 Offering incentives and loyalty programs: Encourage referrals and repeat business.
 Continuously analysing and adapting: Track results and adjust strategies for better
reach.

P – Put to another use

Would there be other possible uses if I were to modify the idea?
 Modifying the Collaboration Model: Creating industry specific peer learning groups
for sharing best practices for problem solving; and conducting mentorship programs
by connecting established CSR leaders with new entrants for guidance and support
 Exploring Innovative Technologies: Using AR/VR technologies to educate
stakeholders and raise awareness about sustainability challenges
 Shifting the Focus: By targeting specific industries and addressing challenges faced
by them (e.g., fashion waste in textiles, sustainable packaging in FMCG). Focussing
on different CSR areas by prioritizing areas like climate change, education, or
diversity and inclusion.

E – Eliminate
How can I simplify it?
 Minimize Administrative Burden: Minimize unnecessary paperwork and focus on
essential project information.
 AI-powered impact assessment tool: Develop an AI tool that analyses a business's
operations and suggests relevant CSR initiatives with potential impact, eliminating
manual research.
 Automated budget allocation: Build a system that automatically suggests budget
allocations based on impact potential and business size, simplifying financial
planning.

R – Rearrange
What would I do if part of your problem, product or process worked in reverse?
 Implement reverse mentorship initiatives to establish connections between seasoned
NGOs and emerging businesses, thereby facilitating knowledge exchange and
capacity development.
  Explore the concept of individual employees, driven by diverse causes, forming
collaborative CSR initiatives across various companies as an alternative approach to
traditional business collaboration.

IDEAS SHORTLISTED FROM BRAINWRITING

Q) How might we support NGOs in managing resource constraints that affect their decision-
making processes?
 Raising funds- donation drives- directly to needy and not through any mediators
 Working for one cause at a time

Q) How might we help businesses and NGOs collaborate and address the challenge of limited
cross-industry cooperation for CSR?
 Allowing them to come up with something new in the industry – to work with
companies having vertical integration

Q) How might we help employees gain recognition for their contribution in CSR initiatives?
 Incentive for all contribution in CSR activities - sponsored vacations for best
performers.
 Create a separate department to judge employee CSR works - vote based awards -
improvised CV for future

Q) How might we help businesses effectively select impactful causes for CSR?
 Choose a cause that benefits the maximum people - choose what is needed by the
surrounding people/population
 Select any cause related to the main operation.

Q) How might we help businesses and NGOs quantify the social impact of their initiatives?
 Footfall (public interest) - Footfall of social activists for discussions - Forum that
creates industry metrics to measure CSR
 Public support (helping hands) - For NGO’s, businesses to allocate some funds -
Game portal, earn more when you give more.
 Partnering with companies of similar interest.
SHORTLISTED IDEAS
1. Implement reverse mentorship initiatives to establish connections between seasoned
NGOs and emerging businesses, thereby facilitating knowledge exchange and
capacity development.
2. Automated budget allocation: Build a system that automatically suggests budget
allocations based on impact potential and business size, simplifying financial
planning.
3. Propose an algorithm for matching businesses based on shared values, interests, and
CSR goals to facilitate collaboration where businesses can connect with facilitators,
share ideas, and form partnerships for CSR initiatives
4. Adapt gamification, incentives, and social proof from crowdfunding platforms to
incentivize businesses to co-create CSR initiatives. - Incentive for all contribution in
CSR activities - sponsored vacations for best performers.
5. Develop toolkits with resources (templates, guides, case studies) to support
businesses in designing and implementing collaborative CSR challenges.
6. Instead of maintaining long-term CSR focuses that may become stagnant over time,
we could adopt a "Cause of the Month" approach. This strategy involves rotating
focus areas regularly, keeping initiatives fresh and engaging for employees and
stakeholders.
7. We could organize dynamic challenges involving employees and the public to foster
creativity and collaboration in developing sustainable solutions - Working for one
cause at a time - Select any cause related to the main operation.
8. NGO’s - Raising funds- donation drives- directly to needy and not through any
mediators
9. Allowing them to come up with something new in the industry – to work with
companies having vertical integration - Partnering with companies of similar
interest.
10. Create a separate department to judge employee CSR works - vote based awards -
improvised CV for future
11. Choose a cause that benefits the maximum people - choose what is needed by the
surrounding people/population
12. Footfall (public interest) - Footfall of social activists for discussions - Forum that
creates industry metrics to measure CSR
13. Public support (helping hands) - For NGO’s, businesses to allocate some funds -
Game portal, earn more when you give more.
14. Instead of having traditional volunteer programs that demand significant time
commitments, we could provide opportunities for micro-volunteering during the
workday or remotely, making it more convenient for employees to participate in
smaller, manageable tasks.
15. Establish physical or virtual hubs where businesses can share resources, expertise,
and volunteers to implement collaborative CSR projects by creating platforms where
businesses can share employee skills and resources with NGOs for specific CSR
projects.
STAGE 4 – PROTOTYPE
REVISED CUSTOMER JOURNEY MAP
INTERNAL FEEDBACK - 1
 Incorporate interactive features to engage users effectively. For example, swipe
gestures, animations, or interactive icons.
 Include chat or messaging features within the app. Businesses and partners can
communicate easily.
 Include a feature for real-time updates on CSR initiatives, events, and collaborations.
Users should stay informed about the latest developments.
 Before the login page, a page about the company and what it does should be added to
increase interest.
 Convert networking to project collaboration
 Add separate accounts feature for different stakeholders
INTERNAL FEEDBACK - 2
 Provide options for virtual workshops or meetings. These sessions can facilitate
brainstorming and discussions related to CSR initiatives.
 Include a feature for real-time updates on CSR initiatives, events, and collaborations.
Users should stay informed about the latest developments.
 Before the login page, a page about the company and what it does should be added to
increase interest.
 Have a news updates section, so the businesses are aware of the latest happenings
APP PROTOTYPE