The only constant fact of life is change; whether leaders accept it or not, organizations practice it or not it is there. It will be always a transition that any institution passes through during its process of development. The paradigm shift of management and the rise of new concepts and directions in its processes and practices acted as a catalyst of change during our century. This transition from one state to the other or what we call “Change” due to internal as well as external factors and complexities of our Management environment acted by its turn as a catalyst boosting new concepts in our life as managers; entrepreneurs; and administrators. Value is created along with introducing new inventions and developing the old ones to help society, what we call “Corporate Social Innovation”. Change happens here to innovate in the product delivered to promote social value and to shift the mindset of corporation itself creating a balance between its interests and the society. Therefore, the essence of change in this sense is “doing Good by doing well” as most literature agreed. The paper in hand will tackle change and leadership challenges to formulate a strategy for Corporate Social Innovation in the light of the new social contract between business practices and society, and it will also highlight patterns of innovation intelligence as related to change reflecting on both Canadian tire company and Proctor and Gamble in Toronto’s tools in advocating CSI into their strategies.
Younis, Zeinab Shawky. (2015) “Change as a catalyst leading to Corporate Social Innovation: Reflections on the Canadian Society’s Efforts to Promote CSI”. The International Journal of Business Strategy. (IJBS), Volume 15, Number 3, 2015.