In the case of companies operating in different markets, the question is, what is better: a centralised CSR strategy from the head office, so the same for all the countries in which it operates, or a strategy that varies from one place to another, focused on the characteristics of the local markets?
Obviously both strategies have pros and cons.
A global CSR strategy allows the company to maximise its effectiveness and consistency in the social action, as well as ensuring that the lines to be followed come from the same department, therefore, it is easier to coordinate and integrate into the company's reporting.
On the other hand, a local approach, taking into account each market and each group of stakeholders with which the company operates, makes it much easier to adapt the specific social action to each collective, society or group. It is then possible to adapt the company's social objectives to the real needs of each place.
Therefore, it seems reasonable to affirm that a "glocal" approach allows the advantages of both systems.
The different regions where the company operates obviously have different needs. This means that their priorities in addressing social problems are different. The ability to adapt to each of these problems from a local point of view, but following the same idiosyncrasies, means that the "glocal" approach generates greater engagement with the different markets and societies where the company operates.
However, it must be said that glocal approaches are relatively new. Historically, it has been easier for a company to work on its social responsibility from a global point of view since the company could work on a centralised strategy and simply send the guidelines to the different markets in which it operated.
The literature on how and when companies have started to make more use of "glocal" approaches is rather scarce, among other reasons because of the recent emergence of CSR as a specific but integrated area of business.
Since a couple of decades, mainly thanks to all the regulations that have been introduced in the last twenty years, companies have become more and more committed to their responsibility towards society and the environment.
There are more and more active programmes for communicating these actions to stakeholders. These programmes are no longer an isolated action, as before, but a part of the company's life.
CSR is increasingly integrated into the company's DNA. Therefore, nowadays, CSR strategies are an integral part of the company's own business strategy and, of course, a great comparative advantage.
Researchers who have studied this kind of approach have defined the term "glocal" as a strategy in which both global and local considerations and characteristics are reflected. It is about looking at a global problem in a local way.
Therefore, a "glocal" CSR strategy will always try to create a balance between the implementation of a universal company strategy and the needs of local markets and stakeholders.
A glocal approach maximises the efficiency of the company's CSR strategy and also ensures much higher stakeholder engagement ratios than a global approach. The engagement and empowerment of local teams also comes with this type of approach, as it enables them to detect the specific needs of their markets, and to propose specific and fully adapted strategies and actions, with the support of the company.
However, despite the clear advantages that a "glocal" approach brings to a company, recent studies that have analysed how many multinationals have adopted this type of approach, have found that not as many as we could think, have implemented it. There are still many companies with strong CSR areas that have global approaches, i.e. absolutely centralised, without taking into account the specific needs of the markets.
Why? Perhaps it is because adopting a "glocal" approach is not so simple, so quick and intuitive. It requires a significant amount of knowledge and a big trust in teams and individuals. It requires an effort of creation. Creating the right balance between the standardisation and simplicity of a global strategy and the customisation of that strategy in different markets. Implementing a universal CSR strategy in different local markets with different needs and characteristics is a major challenge.
“Glocal" approaches are sensitive to the different cultural contexts of the different communities with which the company interacts in one way or another. Therefore, they contribute in a more direct and more sincere way to increase the well-being of society.
A true CSR strategy for a company must first have listened to the concerns of its stakeholders and the needs of the communities in which the company operates. A CSR strategy can never be created in isolation from these factors. It is necessary to take them into account to ensure the success of such a strategy, both in the company and in the beneficiary communities.
How can INYON generate a "glocal" approach in your social responsibility strategies?
We build your action framework
The first thing to do is to build an action framework in which to operate. We analyse your company's aims and objectives so that we can focus on the social problems that really matter to your stakeholders, and we generate creative, joint and effective solutions and strategies, but always within a framework that guides us.
We find your company's true purpose
It is often not enough to create a big social responsibility campaign, no matter how well it is designed, if there is no connecting thread behind it, if there is no a “why”. Your company must have a special connection to the cause on which your campaign is based. We look for that connection together and create campaigns around real purpose. Creating strategies in this way makes your corporate social responsibility purposeful, engages your stakeholders and exponentially increases the chances of making a real impact on communities. And that changes lives.
We will integrate social responsibility into every area of your business
Social responsibility needs to flow into every area of your business. It cannot be isolated. Everything must be connected and each area must be consistent with the purpose we have previously sought in your company. This is because we are looking for a real strategy that has a real impact. Employees must not only know about it but participate in it and feel proud of what can be achieved if all areas walk together.
This way, magic appears: measurable and quantifiable impact on communities. A footprint that stays in people's lives forever. This is very different from what happens if an organisation simply allocates a budget line to carry out a specific social action.
Are you going to miss the chance to explore a glocal approach?
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