In Conversation: Corporate Social Responsibility in Crisis

Younger employees, particularly Millennials and Gen Z, are stepping into the role of cultural auditors, demanding greater accountability from their organizations. Employees no longer view themselves merely as workers, but stakeholders in their companies’ moral and ethical landscapes.

Organizations face mounting pressure to take public stances on contentious issues. The question is not whether they will be held accountable but how they will respond when they are. To explore the intersection of corporate social responsibility (CSR) and organizational leadership, we spoke with Riccardo Ocleppo, the Founder and CEO of the Open Institute of Technology (OPIT) and edtech company Docsity. 

In our recent interview, Ocleppo sheds light on how organizations can navigate the terrain with both agility and integrity. The insights gleaned from this corporate social responsibility case study reveal that effective advocacy during periods of social unrest is not merely a reactive measure but an opportunity for companies to embed CSR into their core operations. 

Q. How have you navigated periods of social outrage at OPIT?

Ocleppo: Navigating social outrage and crises is an intricate part of leading any organization, and my experiences at the Open Institute of Technology (OPIT) and Docsity have taught me a great deal about managing these difficult periods with agility and foresight. Key to ensuring a balanced approach between operational needs and social responsibility is staying grounded in our core values while remaining adaptable to the changing circumstances. 

To do this effectively, we’ve established clear lines of communication within our organization and with our external stakeholders. We ensure that everyone understands not only our immediate plans but also how these fit into our long-term mission. I’ve found that it’s essential to demonstrate a genuine commitment to our societal responsibilities without losing sight of our operational goals; this means making strategic decisions that align with both our commercial objectives and the wider public good. 

Q. Can you provide an example of a time when you had to make a difficult decision involving CSR during a societal upheaval?  

Ocleppo: One particular instance that comes to mind is at the onset of the global pandemic. As the world grappled with COVID-19, we witnessed an unprecedented disruption to education, particularly for students from less privileged backgrounds. Faced with this societal upheaval, we had to make the difficult decision on how best to leverage our resources at OPIT to support these students while also maintaining the financial viability of the organization. 

Q. What were the main challenges and how did you address them? 

Ocleppo: The main challenges involved rapidly adjusting our business model to provide more accessible, remote learning options and ensuring that our offerings were available to students regardless of their economic situation. We made the difficult decisions to reallocate some of our planned investment towards scholarship funds and reduced course fees.  

Additionally, we expanded our ‘Study From Home’ initiative at Docsity to assist with the transition to online learning for a greater number of students. Balancing the immediate educational needs of students with our sustainability as an organization was challenging, but by focusing on our corporate social responsibility, we knew we were investing in not just the present, but the future of education. 

To address these challenges, we relied on constant dialogue with students, staff, and educational partners to better understand the broader impacts of the pandemic and to guide our decision-making process. Involving our community in this way helped to provide better-informed solutions that were both empathetic to the struggles faced by students and aligned with our institutional capabilities. 

In essence, the experience was a powerful reminder that CSR is integral to a company’s operation, especially in times of crisis. By prioritizing our social impact and adapting quickly to support those in need, we were able to reinforce our organization’s reputation as a responsible and responsive educational provider, something that I believe has a lasting impact beyond the bottom line. 

Q. In your experience, how can tech leaders effectively integrate CSR into their company’s core operations rather than treating it as a separate or secondary initiative? 

Ocleppo: At OPIT and Docsity, CSR is embedded in the company’s vision and operational strategies. Integrating CSR into a company’s core operations is a strategic imperative that I have always given utmost importance in my leadership roles. At OPIT and Docsity, I consider CSR not just a moral obligation but also a competitive advantage that aligns with our mission of democratizing education. 

To effectively integrate CSR, we start by embedding social responsibility into our company’s vision and operational strategies, ensuring it becomes an intrinsic part of our business model. For instance, at OPIT, we commit to the role of technology as a force for good by not only providing accessible education but also crafting courses that emphasize ethical tech development. This approach guarantees that CSR initiatives arise organically from our daily operations and are not tacked on as an afterthought. 

In cultivating a corporate culture that embraces CSR, we involve employees at all levels. We encourage them to participate in decision-making and initiative development, reflecting our shared values in every project we undertake. This collective responsibility helps CSR resonate through every layer of the organization, making it a shared mission rather than a separate departmental goal. 

Moreover, partnerships have been pivotal in amplifying our impact. This approach fosters a synergistic relationship where CSR is woven into the value chain of our products and services. 

Q. What strategies have you found most effective in maintaining transparent communication with stakeholders during a crisis?

Ocleppo: During a crisis, transparent communication is non-negotiable. I have found that stakeholders appreciate honesty and clarity, which are critical in maintaining trust and credibility. At the onset of any crisis, it’s important to communicate early, even if all the information isn’t available yet. By doing so, you set the stage for openness and demonstrate commitment to keeping your stakeholders informed. 

Engaging with stakeholders is also crucial. Rather than presenting a unilateral statement, we initiate a dialogue, actively listening to concerns, and addressing them in our communications. This ongoing engagement helps ensure that our messaging is not just aligned with our values but also responsive to the expectations and needs of our stakeholders. 

Above all, leadership plays a pivotal role. As a leader, I make myself available, providing updates, acknowledging uncertainties, and outlining the steps we’re taking to navigate the crisis. By modeling responsible communication and decision-making that reflects our company’s values, I strive to ensure that, even in the throes of a crisis, our stakeholders know they can count on us to act with integrity and transparency. 

How do you ensure that your messaging aligns with your company’s values? 

Ocleppo: One effective strategy I employ is the use of a multi-channel approach to ensure messages are consistent across all platforms, whether it’s an internal memo, a press release, or social media posts. To align messaging with our values, we regularly revisit our company ethos to ensure that every piece of communication reflects these guiding principles. We also draft crisis communication guidelines that detail our company’s voice, tone, and core messaging aims, which act as a map during turbulent times. 

Q. How do you measure the impact of your CSR initiatives?

Ocleppo: Measuring the impact of our CSR initiatives, especially in response to social issues, is indeed a multi-faceted process. We rely on a mix of quantitative and qualitative metrics to evaluate our success. For quantitative assessment, we look at statistics such as the number of students who benefit from our programs, user engagement on Docsity, and the increase in registrations for online courses at OPIT during initiatives like our ‘Study From Home’ campaign.  

On the qualitative side, we gather feedback through surveys, focus group discussions, and individual testimonials to understand the real-world changes in our users’ lives. It’s essential to gauge not just the reach but the depth of impact our initiatives have on the individual lives of students and the educational community at large. 

Q. How do you balance the immediate needs of the business with long-term CSR goals? 

Ocleppo: Balancing immediate business needs with long-term CSR goals can be challenging, particularly during crises that call for rapid response. At OPIT and Docsity, we have found that embedding CSR into our core business strategy is imperative. This means that, instead of treating CSR as an add-on, it’s integrated into every aspect of our operations, allowing us to pivot quickly in response to evolving social issues.  

In the face of immediate challenges, we prioritize initiatives that align with our long-term vision and values. For instance, during the pandemic, enhancing our online offerings quickly and affordably aligned with our goal of democratizing education, helping us respond effectively to the immediate need while also investing in our long-term mission. 

Q. What role do you believe technology can play in addressing societal challenges, and how can tech companies leverage their resources to contribute meaningfully during times of social outrage? 

Ocleppo: Technology has a critical role to play in addressing societal challenges. As a tech company, we have the responsibility and the opportunity to leverage our resources for social good. For example, technological solutions can be developed to promote inclusivity, facilitate online education, and empower communities with digital tools for development.  

At both OPIT and Docsity, we recognize our position to contribute meaningfully during times of social outrage by providing platforms for education and knowledge exchange that are accessible even in tumultuous times. We strive to ensure that our technologies not only include philanthropic endeavors but also address systemic problems by providing sustainable solutions that can help heal and enhance society. The focus is on creating long-term value rather than one-off charitable actions. 

Q. Can you share any lessons learned from past CSR initiatives that were less successful or didn’t go as planned? How did these experiences shape your approach to future advocacy efforts? 

Ocleppo: Reflecting on my journey with CSR endeavors, it is evident that not all initiatives unfold as expected. Early in my career, I spearheaded a project aimed at integrating advanced technical tools into the classroom to foster a more engaging learning environment.

Although the initiative was well-intentional and technically sound, its implementation was met with resistance due to a lack of adequate teacher training and support. This experience taught me that successful CSR is not just about deploying resources but also ensuring those resources align with the practical realities and capabilities of the beneficiaries. It highlighted the importance of comprehensive stakeholder engagement from the outset. 

This misstep profoundly influenced my approach to subsequent advocacy efforts by underlining the need for a holistic strategy. Beyond the implementation of tools or services, active training, clear communication channels, and support systems are pivotal for the acceptance and success of any initiative. I now prioritize building robust frameworks around our CSR projects that address all facets, from inception through to adoption and long-term sustainability. 

Another crucial lesson was the understanding that impact measurement is vital to CSR. Initially, we concentrated more on activity metrics rather than change metrics. Learning from this oversight, I now place greater emphasis on defining clear goals and employing quantitative and qualitative methods to track our progress. Ensuring that we are creating measurable positive change is a core tenet in my philosophy towards CSR and advocacy. 

Considering these learned lessons, my focus has shifted to ensuring that our CSR initiatives are not only well-intended but also well-executed and thoroughly aligned with the existing ecosystem. This approach has been fundamental in how I steer the Open Institute of Technology and Docsity towards meaningful and sustainable societal impacts. 

In brief

One of the most striking takeaways is the necessity of integrating CSR into the very fabric of an organization’s strategy rather than treating it as a mere add-on. CTOs can glean the importance of fostering a culture where social responsibility is a shared mission, resonating across all levels of the company. This involves not only embedding ethical considerations into product development but also actively engaging employees in the decision-making process.  

Furthermore, the emphasis on transparent communication with stakeholders during turbulent times serves as a crucial strategy. By prioritizing open dialogue, CTOs can build trust and credibility, which are invaluable in maintaining stakeholder loyalty.  

Moreover, the adoption of robust metrics to measure the impact of CSR initiatives—balancing quantitative data with qualitative insights—provides a framework for accountability and continuous improvement. These strategies not only enhance a company’s social impact but also position it as a forward-thinking leader in an increasingly socially conscious market.