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拉斯維加斯可怕的槍擊事件不禁令人深思：我們該如何應對世界上如此之多的問題呢？特別是發(fā)生在我們身邊的那些？在《財富》雜志最近舉行的CEO倡議活動中，全球一些頂尖企業(yè)的負責人談到了通過“做好事”來實現(xiàn)共贏，以及公司把注意力集中在共同目標上，從而團結(jié)起來的重要性。

雖然我們不能直接對抗暴力行為，但我們可以把更多精力用于在社會上發(fā)揮積極作用。

攜手共建

拉斯維加斯的悲劇再次凸顯了這樣一個事實，那就是我們的偉大國家有一些亟待解決的問題。許多問題已經(jīng)共同形成一種讓人害怕的勢頭，而我們所有人，特別是企業(yè)負責人，必須成為謀求積極轉(zhuǎn)變的戰(zhàn)士。那么我們怎樣才能讓情況發(fā)生改變呢？

摩根大通首席執(zhí)行官吉米·戴蒙在會上發(fā)言時鼓勵聽眾向衰退地區(qū)投資。他強調(diào)，為振興美國城市找到“切實可行的解決方案”很重要，而且公司的作用不僅是提供經(jīng)濟支持，還要貢獻出它們的時間、人才和資源。舉例來說，摩根大通的業(yè)務源于底特律，該公司一直在設法幫助這座城市進行重建，它采取的措施集中在較為急迫的問題上，比如衛(wèi)生、可負擔住房以及修理和安裝路燈來防止犯罪。

摩根大通的目標是讓底特律變得更適合居住，從而防止人口進一步流失，并吸引公司和居民重新回到這座城市。這反過來又會對納稅人口產(chǎn)生積極影響。決定為底特律提供幫助時，摩根大通并非簡單地開支票了事；它查看了數(shù)據(jù)，以便確定怎樣的扶持措施才是最有效的。實際上，它與底特律進行了合作，為其提供自己的數(shù)據(jù)工具和資源，以幫助底特律在投資和規(guī)劃上做出明智決策。

這就是企業(yè)宗旨的未來——成為真正催生變化的合作者。

新千年之變

百事公司董事長兼CEO盧英德說的很好。她指出，以前企業(yè)“宗旨”是一次性社會責任活動，重點通常是CEO當時關(guān)注的東西。但這位CEO離職后，這樣的活動往往也會隨之消失。

盧英德表示，現(xiàn)在“我們得看一看怎樣讓宗旨成為公司核心業(yè)務的一部分”。它再也不能是馬后炮；企業(yè)必須想一想怎樣把宗旨作為自身DNA的一部分和利潤聯(lián)系起來。循著這條思路，Tory Burch公司創(chuàng)始人托里·伯奇在她的推特中解釋了為什么“把公益融入核心業(yè)務策略是讓現(xiàn)代企業(yè)成功的因素”?！敦敻弧冯s志也著重強調(diào)了好事達CEO的話：“公司決不能只關(guān)注金錢”。

這樣的轉(zhuǎn)變在很大程度上都出現(xiàn)在過去10年中，與之相伴的是80、90后在勞動力大軍中的崛起，它不僅改變了員工對企業(yè)的預期，也改變了廣大消費者對提供商品和服務的公司的預期。工作不再只是為了掙錢；更是為了遠大的目標而努力，是對自己所做事情的肯定，也是為了追隨那些致力于將企業(yè)作為一股行善力量的領(lǐng)導者。超過50%的80、90后都表示，愿意為找到符合自身價值的工作而降薪；90%的80、90后都希望用自己的技能來做好事。

廣義生態(tài)系統(tǒng)

安泰保險CEO薄立倪（Mark Bertolini）在會上總結(jié)道：公司本身正在變成“社會生態(tài)系統(tǒng)”。如今員工對世界有了更多的認識，同時也受到許多觀點的影響。今天的很多公司都在成為社區(qū)一員方面肩負著更大的責任。

希臘酸奶制造商Chobani創(chuàng)始人兼CEO哈姆迪烏路·卡雅在會上解釋了為什么他首先考慮的總是自己公司里的人，其次是為幫助當?shù)厣鷳B(tài)系統(tǒng)付出努力。他最自豪的項目之一是為Chobani所在的社區(qū)修建了一座世界級棒球場。

正如史蒂文·凱斯在推特上所說：“郵政編碼比基因編碼更重要。”我們再一次認識到，自己不光要成為股東和客戶的重要伙伴，還要成為員工和整個社區(qū)的重要伙伴。

如今，想讓情況發(fā)生改變的公司必須少說多做，而且要在自身影響范圍內(nèi)進行大量投資，這樣才能發(fā)揮作用?！敦敻弧冯s志總裁、時代公司首席內(nèi)容官穆瑞瀾（Alan Murray）在本次活動中指出，和10年或者15年前相比，大公司負責人參與爭議性文化和政治話題的情況要普遍得多，無論是氣候變化，還是反種族主義示威。CEO們正越來越多地展現(xiàn)出真的有可能改變世界的理想主義。（財富中文網(wǎng)）

本文作者步春歌（Kathy Bloomgarden），羅德公關(guān)公司CEO。

譯者：Charlie

審稿：夏林

Watching the horrific events in Las Vegas makes us wonder how we can combat so many of the problems we see in the world—especially the world immediately around us. I think it is relevant that, at Fortune’s recent CEO Initiative event, some of the world’s top executives talked about doing well by doing good, and the importance of their companies’ focusing on common causes to rally around.

While we can’t directly combat acts of violence, we can energize our efforts to play a positive role in society.

Partnering for change

This week’s tragic events bring to the fore yet again the fact that our great country has problems that must be urgently addressed. Many issues have bubbled together to create a scary dynamic, and all of us, especially business leaders, must be champions for positive change. How can we make a difference?

JPMorgan Chase CEO Jamie Dimon, in his conference remarks, encouraged attendees to invest in the Rust Belt. He stressed the importance of finding “practical solutions” to revitalize American cities, and the role corporations play not just in giving financial support, but also in donating their time, talent, and resources. For example, JPMorgan, which has heritage business roots in Detroit, has been working to help rebuild the city through efforts focused on such immediate issues as sanitation, affordable housing, and fixing and installing streetlights to prevent crime.

The firm’s goal is to make Detroit more liveable to prevent additional population attrition and attract businesses and residents back to the city, which will, in turn, positively affect the tax base. When JPMorgan decided it wanted to help, it didn’t just write a check; it looked at data to see where its support would be most effective. In fact, the firm worked with the city of Detroit, donating its own data tools and resources so it could help the city make smart investments and planning decisions.

This is the future of corporate purpose: becoming a true partner for change.

The millennial shift

Indra Nooyi, chairperson and CEO of PepsiCo, said it well when she noted that in the past, company “purpose” was a one-off corporate social responsibility (CSR) program, usually focused on what the CEO cared about at the time. But when the CEO left, that CSR program often disappeared as well.

Now, she said, “We have to look at how purpose can be part of the core business of a company.” Purpose can no longer be an afterthought; companies must look at how they can link profits with purpose as part of their DNA. Tory Burch rallied behind this thought with her tweet about why “injecting social benefit into the core business strategy is a success factor for modern companies,” and Fortune highlighted the Allstate CEO’s comments that “business must focus on more than just money.”

Much of this shift has happened in the last decade, with the rise of millennials in the workforce, creating a change in not only what employees expect from their employers, but also what consumers in general expect from the companies from which they purchase. A job is no longer just about a paycheck; it’s about working toward a greater cause, feeling good about what you do, and finding business leaders who are increasingly dedicated to the notion that business can be a force for good. More than 50% of millennials say they would take a pay cut to find work that matches their values, while 90% want to use their skills for good.

The broader ecosystem

Mark Bertolini, CEO of Aetna, summed another interesting theme from the conference: that companies themselves are becoming “social ecosystems.” Employees now have a broader view of the world and are influenced by many perspectives. Many companies today have a greater responsibility to be part of their communities.

Hamdi Ulukaya, founder and chairman of Chobani, talked at the conference about how his first priority has always been the people in his company, followed by an effort to help the local ecosystem. One of the projects he’s most proud of is building a world-class baseball field for Chobani’s local community.

As Steve Case tweeted: “Zip codes matter more than genetic code.” Once again, we are reminded we have to be a meaningful partner not only with our shareholders and customers, but also with our employees and broader communities.

Corporations who want to make a difference today must demonstrate less talk, more action, and a lot more investment in our own circles of influence to create an impact. Alan Murray, Fortune president and Time Inc. chief content officer, noted at the event that it is far more common for the heads of huge companies to wade into controversial cultural and political topics—from climate change to racial protests—today than was the case 10 or 15 years ago. Increasingly CEOs are exhibiting the idealism that truly has the potential to change the world.

Kathy Bloomgarden is the CEO of Ruder Finn.