As Corporate Social Responsibility Programs Manager for Ferrovial, in Spain, Gonzalo Sales understands the importance of challenging his beliefs with diverse opinions and new ideas. And because he also serves as professor of corporate social responsibility at Universidad San Jorge, he recognizes the value of formal education. So when he learned about the Purpose and Profit: Creating Shared Value program at Harvard Business School, he viewed it as the learning opportunity of a lifetime. Having recently completed the program, he shares a few thoughts about his experience.
The content of the program introduces an innovative approach to the role that companies can play in society beyond philanthropy, corporate social responsibility, and even sustainability. This approach is aimed at achieving economic success without sacrificing social well-being or respect for the environment. Purpose and Profit: Creating Shared Value is focused on rethinking the intersection between society and business performance—that is, incorporating social and environmental factors into business strategy with the goal of opening the company to new business opportunities that foster growth, productivity, and competitive advantage. In this way, companies can create shared value at three levels: rethinking products and markets, redefining productivity in the value chain, and improving the local context for business.
Certainly there is the theory introduced in the program, which serves as a foundation for preparing and discussing cases. But, to me, the most important benefit is the creation of collective knowledge—with the professor as the catalyst—as participants analyze, question, and then either reject or incorporate opinions expressed by their peers in the program. This was a wonderful experience! It filled me with confidence to find that the insights I had to offer were always regarded as important and valuable, and I learned a great deal from the diverse perspectives and experiences of my classmates.
Definitely. The case study method is not only the most practical way to learn, but also the most fun and dynamic. It challenged all of us in the program to examine problems encountered by real-life companies, analyze the circumstances surrounding these problems, and explore solutions. Above all, it taught us to think more openly and more deeply. When we finished analyzing one case, the global CEO of the company featured in the case—Nestlé—came to the class, sat in the back and listened patiently, and then stepped up to the podium to respond to our questions and comments.
The professors were outstanding. I can't help but wonder what inspires such a seasoned scholar—a best-selling author in strategy and competitiveness whose opinion is sought by global CEOs and world leaders—to bring such an extraordinary amount of energy to the classroom. Professor Porter, as well as Professor Kramer, brought so much passion. They grabbed us, shook us, and pulled answers out of us. How they lit the wick of knowledge!
I was amazed at how easy it was to develop strong friendships in just a few days. The diverse group of participants shared the same spirit and desire to learn. There were corporate executives, directors of governmental organizations and NGOs, and others with very senior profiles. There was a lot of experience, but also a lot of openness to learn and discuss in an atmosphere imbued with Harvard's values: respect for the rights, differences, and dignity of others; honesty and integrity in dealing with all community members; and accountability for personal conduct.
Absolutely. This was the best academic experience I've ever had, and one of the best experiences of my life.
