Engaging Corporates

Speaking the language of business!

The following workshop outline shall establish a better understanding of the oftentimes confusing Corporate Social Responsibility (CSR) paradigm. Particularly, it seeks answers to the question whether CSR through sport constitutes a chance or is a delusion. Albeit common confusion whether CSR is a sole opportunistic approach or an innovative corporate strategy, the workshop is founded on the belief that it is both. Participants develop a sense of the need and explore ways in which companies justify their investments towards multiple stakeholders. They will learn that one needs to concentrate on the CSR elements that create the highest value. At the end of the workshop, participants will use sport to integrate multiple sources of CSR value to find creative answers to (real) business challenges. The workshop concludes that sporting events allow for innovative, business-driven CSR campaigns, but one needs to speak the language of business to engage corporates sustainable!

Session I


Duration 45 minutes
Methodology Presentation and individual exercise
Lead questions §  CSR through sport a delusion or a chance?

§  CSR an Opportunistic approach or innovative corporate strategy?

Learning outcome §  CSR is opportunistic and an innovative corporate strategy


Introduction (≈ 10’)

  • Rationale for this clinic (3’): Sport carries several unique features to facilitate CSR
  • Ingo Steffgen, Germany (3’): Business professional and non-profit expert
  • Workshop Structure (3’): Gaining access to CSR funding opportunities

Causalities (≈ 10’)

  • World population growth (2’): Does population and market potential grow proportionally?
  • Urbanization (2’): Does urbanization better opportunities for corporations?
  • The perfect storm (2’): Are potential market opportunities both, profitable and sustainable?
  • Conclusion (3’): CSR is both, an opportunistic opportunity and an innovative strategy

Exercise I (≈ 25’):

  • Instructions (2’): Opportunistic approach AND innovative corporate strategy
  • The NEED TO (10’): Implementing an innovative corporate strategy
  • Instructions (2’): Opportunistic approach AND innovative corporate strategy
  • The BENEFIT TO (10’): Being opportunistically social responsible

Session II


Duration 60 minutes
Methodology Presentation and case study
Lead questions §  How do companies justify investing in the resolution of social problems?
Learning outcome §  Concentrate efforts on the ripest issues!


Corporate Perspective (≈ 10’):

  • Importance and Scale (2’): Does social commitment drive a firm’s profitability or vice versa?
  • CSR Waves (2’): The transformation of the corporate mindset
  • CSR Timeline (3’): The historical evolution of Social Responsibility and the future
  • Response matrix (3’): Concentrate efforts on the ripest issues

Case Study I – To be defined (≈ 50’):

  • Preparation (10’): Company brief (Hand-out case study)
  • Group discussion (10’): Preparation of flipchart presentation
  • Group presentations (3*5’): Each group presents their results
  • Proposal (10’): Reflection on What-is?
  • Conclusion (5’): Creating a business case for CSR is difficult, but not impossible

Session III


Duration 75 minutes
Methodology Presentation, group discussion, and case study
Lead questions §  Does sport allow integrating multiple sources of CSR values?

§  Does sport provide the means to find creative answers to business challenges?

Learning outcome §  Offers should encompass the major sources of CSR value.

§  Sporting events allow for innovative, business-driven, CSR campaigns


Integration (≈ 20‘)

  • The source of CSR value (3’): McKinsey Global Survey Results
  • Reputation (3’):How sport could be used to increase a company’s reputation,
  • Talent (3’): How sport could be used retaining and acquiring talent.
  • Society (3’): A balance act between profit maximization and corporate citizenship.
  • Case Study II (3’): Brief overview of CSR activities
  • Case Study II (3’): CSR projects and cross-sector Partnerships

Innovation (≈ 5‘):

  • Value proposition (2.5’): The main sources of CSR Value, centered around sporting events
  • Event production (2.5’): Innovating sporting events to facilitate corporate partnerships

Case Study III – tbd (≈ 45’):

  • Preparation (5’): Brief problem statement of business challenge
  • Group discussion (15’): Preparation of flipchart presentation
  • Group presentations (3*5’): Each group presents their results
  • Service Proposition (10’): Event-centered sporting event to overcome business challenges, ethically

Wrap-up (≈ 5’):

  • Conclusion (2.5’): C.H.A.N.G.E. the way corporations think about CSR
  • Lessons Learned (2.5’): Corporations want and need to hear from you!