You can use Toolbox materials at work, to link with your blog or when giving a presentation – or forward it to colleagues. The background ideas are available in a variety of web sources.

1. Toolbox
Responsibly
yoursImprove your
own and other
people’s lives.
Achieve economic success
that creates value for everyone.
Text: Satu Rämö

2. Toolbox
1
2 5
3
4
Find
growth
atthebase
ofthepyramid
While the western markets are slowing
down, economic growth can be found in
developing and low-income countries.
Minna Halme, Professor of Corporate
Responsibility at Aalto University

3. Toolbox
1
2 5
3
4
Find
growth
atthebase
ofthepyramid
Globally, there are over four billion people with a
purchasing power of less than 5 euros a day. That
means an annual purchasing power of trillions of euros.
Minna Halme, Professor of Corporate
Responsibility at Aalto University

4. Toolbox
1
2 5
3
4
Find
growth
atthebase
ofthepyramid
The poorest but largest market segment is often
referred to as the base of the global income pyramid –
BOP. People at the BOP are poor, but in need of new
products and services to improve their wellbeing.
Minna Halme, Professor of Corporate
Responsibility at Aalto University

5. Toolbox
1
2 5
3
4
Find
growth
atthebase
ofthepyramid
Expansion to low-income markets can bring
various growth opportunities for companies.
Minna Halme, Professor of Corporate
Responsibility at Aalto University

6. Toolbox
Buildaprofitable
ventureattheBOP
21
5
3
4
*
*Base of the global income pyramid.
Source: Halme, Lindeman & Linna. Innovation for Inclusive Business:
Intrapreneurial Bricolage in Multinational Corporations.
Journal of Management Studies, 2012, vol. 49, issue 4.3

7. Toolbox
A. Make an effort to facilitate the
recognition and legitimization of the
new venture within your organization.
B. Create different, or at least modified,
evaluation schemes. The upper-middle
managers, who take the decision to
continue or to terminate the innovation
process,
need a formal basis to justify their
decisions.
C. Find committed and determined
individuals with a resourceful mindset
and entrepreneurial characteristics.
Buildaprofitable
ventureattheBOP
21
5
3
4
*
*Base of the global income pyramid.
Source: Halme, Lindeman & Linna. Innovation for Inclusive Business:
Intrapreneurial Bricolage in Multinational Corporations.
Journal of Management Studies, 2012, vol. 49, issue 4.3

8. Toolbox
A. Make an effort to facilitate the
recognition and legitimization of the
new venture within your organization.
B. Create different, or at least modified,
evaluation schemes. The upper-middle
managers, who take the decision to
continue or to terminate the innovation
process, need a formal basis to justify
their decisions.
C. Find committed and determined
individuals with a resourceful mindset
and entrepreneurial characteristics.
D. Go local. Locally-based managers are
well placed to observe the social needs
of the people in the area and to engage
with local entities to build trust and
networks.
Buildaprofitable
ventureattheBOP
21
5
3
4
*
*Base of the global income pyramid.
Source: Halme, Lindeman & Linna. Innovation for Inclusive Business:
Intrapreneurial Bricolage in Multinational Corporations.
Journal of Management Studies, 2012, vol. 49, issue 4.3

9. Toolbox
continue or to terminate the innovation
process, need a formal basis to justify
their decisions.
C. Find committed and determined
individuals with a resourceful mindset
and entrepreneurial characteristics.
D. Go local. Locally-based managers are
well placed to observe the social needs
of the people in the area and to engage
with local entities to build trust and
networks.
E. Keep innovators close. Having close
contacts and lobbying power at the
corporate headquarters is important.
If innovators are out of touch with
the headquarters, it creates problems
in mobilizing corporate support and
Buildaprofitable
ventureattheBOP
21
5
3
4
*
*Base of the global income pyramid.
Source: Halme, Lindeman & Linna. Innovation for Inclusive Business:
Intrapreneurial Bricolage in Multinational Corporations.
Journal of Management Studies, 2012, vol. 49, issue 4.3

10. Toolbox
C. Find committed and determined
individuals with a resourceful mindset
and entrepreneurial characteristics.
D. Go local. Locally-based managers are
well placed to observe the social needs
of the people in the area and to engage
with local entities to build trust and
networks.
E. Keep innovators close. Having close
contacts and lobbying power at the
corporate headquarters is important.
If innovators are out of touch with
the headquarters, it creates problems
in mobilizing corporate support and
resources for truly novel innovation
proposals that BOP markets tend to
require.
Buildaprofitable
ventureattheBOP
21
5
3
4
*
*Base of the global income pyramid.
Source: Halme, Lindeman & Linna. Innovation for Inclusive Business:
Intrapreneurial Bricolage in Multinational Corporations.
Journal of Management Studies, 2012, vol. 49, issue 4.3

11. Toolbox
E. Keep innovators close. Having close
contacts and lobbying power at the
corporate headquarters is important.
If innovators are out of touch with
the headquarters, it creates problems
in mobilizing corporate support and
resources for truly novel innovation
proposals that BOP markets tend to
require.
Buildaprofitable
ventureattheBOP
21
5
3
4
*
*Base of the global income pyramid.
Source: Halme, Lindeman & Linna. Innovation for Inclusive Business:
Intrapreneurial Bricolage in Multinational Corporations.
Journal of Management Studies, 2012, vol. 49, issue 4.3

12. Toolbox
31
2
5
4
Checkout
WeconomyStart
Weconomy Start is
a one-year innovation
program established to help
companies design sustainable
business innovations in
challenging environments.
www.weconomy.fi

13. Toolbox
31
2
5
4
Checkout
WeconomyStart
The program, facilitated
by World Vision, Aalto
University and Finpro, aims
to boost companies’ growth
while finding solutions
to social, economic and
ecological challenges.

14. Toolbox
31
2
5
4
Checkout
WeconomyStart
Among the first are
companies involved in
the production of organic
fertilizers, cost-efficient
housing and sustainable
energy.

15. Toolbox
4
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3
Over60%of
companiesthathavechangedtheirbusiness
modelandhavesustainability
asapermanentfixtureontheir
managementagendahaveadded
profitfromsustainability,claims
areportbyMITSloanManagement
ReviewandTheBostonConsulting
Group.
5

16. Toolbox
4
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3
These are the most important business
practices in making profits from
sustainability:
1. Consider business model changes.
2. Lead from the top and integrate the effort.
3. Measure and track sustainability goals and
performance.
4. Understand customers’ sustainability
perspectives and willingness to pay for
sustainable products or services.
5. Collaborate with individuals, customers,
businesses, and groups beyond the
organization’s boundaries.
5

17. Toolbox
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4 Harvard University professor Michael E. Porter believes that
shared value is a new way to achieve economic success. http://bit.ly/mporter
A successful business needs a successful community to create
demand for its products. The solution lies in the principle of shared
value, which involves creating economic value in a way that also
generates societal value.
The purpose of the corporation must be redefined as
creating shared value, not just profit per se.
Create
valuefor
everyone!

18. Toolbox
magazine 2/2013
to read the whole magazine for free click here
MAGAZINE OF AALTO UNIVERSITY EXECUTIVE EDUCATION 2.2013
Is there money in corporate social responsibility?
SUSTAINABILITY
ISPAYINGOFF
FORAGROWING
NUMBEROF
COMPANIES.
SUCCESS
ISNOT
ABOUT
SELLING
ASMANY
PRODUCTS
AS
POSSIBLE.Profit from sustainability has gone up
from 23 percent to 37 percent, says a survey by
MIT Sloan Management Review.
8
Companies that have made sustainability
a permanent fixture on their management agenda
25
Strong signs indicate the
sharing society is about
to trump the ownership
society.
13
SHOULDYOUCHANGE
YOURBUSINESSMODEL?