Tag: 3BL

 By Baker Tilly’s Chris Wagner and Dave DuVarney

Artificial intelligence has quickly moved from an experimental technology to a boardroom priority. Leadership teams across industries are being asked the same question: What is our AI strategy?

Despite the growing pressure, many organizations struggle to answer that question. AI can feel powerful but ambiguous, and without a clear starting point, initiatives often stall or fail to deliver results. In fact, a significant percentage of AI initiatives fail to produce meaningful outcomes in their first year.

The organizations that succeed with AI tend to take a structured but practical approach — balancing leadership direction, experimentation, governance and a focus on real business problems.

Start with executive alignment

Successful AI adoption begins with leadership. Without executive support, AI efforts often remain scattered experiments rather than strategic initiatives.

Leaders don’t need to start with a massive strategy document. What matters most is establishing clear intent: AI is important to the organization, and exploring its potential is a priority.

When executives actively encourage teams to explore AI — asking how it might improve workflows or create new capabilities — it signals that innovation is expected and supported. This tone from the top creates the momentum organizations need to begin experimenting and learning.

Build a cross-functional AI team

Although AI relies on technology, it cannot succeed as an IT-only initiative.

Organizations benefit from forming a cross-functional team responsible for guiding AI adoption. This group typically includes representatives from technology, operations, finance, marketing and other key business functions.

Their role is to help the organization move forward intentionally by:

• Identifying and prioritizing potential AI use cases
• Establishing governance and risk policies
• Selecting enterprise AI tools
• Encouraging adoption across departments
• Developing business cases for investment

This team acts as the internal steering function that balances experimentation with strategic alignment.

Encourage Grassroots Innovation

One of the most transformative aspects of modern AI, especially generative AI, is its accessibility. Employees across the organization can experiment with these tools to solve everyday problems.

Organizations can benefit from encouraging this experimentation and capturing the best ideas. A simple innovation funnel can help:

1. Employees experiment with AI tools.
2. Promising ideas are shared with the organization.
3. The most impactful use cases are evaluated and expanded.

Many AI platforms also provide usage data that can highlight successful workflows. If a particular tool or process becomes widely used internally, it may signal an opportunity to formalize and scale that solution across the organization.

Focus on problems, not technology

A common mistake organizations make is starting with the question, “Where can we use AI?”

A better approach is to start with the problem. Ask, “What business challenge are we trying to solve?”

Sometimes AI will be the best solution. Other times, simpler tools, such as spreadsheets, automation platforms, or traditional analytics, may be more effective.

Treating AI as one tool among many ensures that organizations apply it where it truly creates value rather than forcing it into every problem.

Capture everyday productivity gains

Not every AI benefit comes from large transformation projects. Some of the most immediate value comes from small improvements in daily work.

Employees are already using AI tools to help with tasks like:

• Drafting emails and reports
• Summarizing information
• Brainstorming ideas
• Structuring plans and strategies
• Working through complex problems

These small efficiencies may be difficult to measure individually, but when multiplied across an entire workforce, they can significantly improve productivity and job satisfaction.

Over time, this also helps employees become more comfortable and creative with AI tools, which can lead to larger innovation opportunities.

Strengthen governance and security

Security concerns are one of the biggest barriers organizations face when adopting AI. Leaders worry about sensitive data exposure, regulatory risks and the rapid growth of AI tools.

Addressing these concerns requires a thoughtful approach.

Provide enterprise-grade AI tools

Organizations should offer secure AI platforms within their own environments. If employees lack access to approved tools, they will likely use public alternatives, which increases risk.

Providing enterprise tools gives employees a safe place to experiment.

Extend existing data policies

Most organizations already have data governance policies. AI policies should simply extend those rules.

For example, sensitive company data should only be used within approved platforms rather than public AI tools.

Clear guidelines help employees understand how to use AI responsibly while still enabling innovation.

Review security practices

AI systems often interact with large volumes of organizational data, which can expose weaknesses in existing access controls.

Organizations should review how administrative privileges and sensitive data access are managed. Strengthening these controls ensures AI tools do not unintentionally expand access to information.

Learn from external expertise

AI technology is evolving quickly, and many organizations lack deep expertise internally.

Leaders can accelerate progress by learning from external sources such as:

• Industry communities and professional groups
• Peer organizations experimenting with AI
• Advisors and technology partners
• Educational resources and training programs

These networks help organizations stay informed, avoid common mistakes and move forward with greater confidence.

Moving forward with AI

Organizations don’t need a perfect strategy before they begin exploring AI. What matters most is creating the right environment for progress.

That environment includes:

• Clear leadership support
• Cross-functional collaboration
• Safe experimentation
• Strong governance and security
• A focus on real business problems

By combining these elements, organizations can move beyond the hype surrounding AI and begin realizing real value — one practical use case at a time.

How we can help

Baker Tilly helps organizations safely and effectively harness AI. Our AI consulting services support you from strategy development through implementation, including model design, data and AI governance, workflow automation and organizational readiness programs. Ready to accelerate your AI journey? Connect with a Baker Tilly specialist to get started. 

 By Baker Tilly’s Chris Wagner and Dave DuVarney

Artificial intelligence has quickly moved from an experimental technology to a boardroom priority. Leadership teams across industries are being asked the same question: What is our AI strategy?

Despite the growing pressure, many organizations struggle to answer that question. AI can feel powerful but ambiguous, and without a clear starting point, initiatives often stall or fail to deliver results. In fact, a significant percentage of AI initiatives fail to produce meaningful outcomes in their first year.

The organizations that succeed with AI tend to take a structured but practical approach — balancing leadership direction, experimentation, governance and a focus on real business problems.

Start with executive alignment

Successful AI adoption begins with leadership. Without executive support, AI efforts often remain scattered experiments rather than strategic initiatives.

Leaders don’t need to start with a massive strategy document. What matters most is establishing clear intent: AI is important to the organization, and exploring its potential is a priority.

When executives actively encourage teams to explore AI — asking how it might improve workflows or create new capabilities — it signals that innovation is expected and supported. This tone from the top creates the momentum organizations need to begin experimenting and learning.

Build a cross-functional AI team

Although AI relies on technology, it cannot succeed as an IT-only initiative.

Organizations benefit from forming a cross-functional team responsible for guiding AI adoption. This group typically includes representatives from technology, operations, finance, marketing and other key business functions.

Their role is to help the organization move forward intentionally by:

• Identifying and prioritizing potential AI use cases
• Establishing governance and risk policies
• Selecting enterprise AI tools
• Encouraging adoption across departments
• Developing business cases for investment

This team acts as the internal steering function that balances experimentation with strategic alignment.

Encourage Grassroots Innovation

One of the most transformative aspects of modern AI, especially generative AI, is its accessibility. Employees across the organization can experiment with these tools to solve everyday problems.

Organizations can benefit from encouraging this experimentation and capturing the best ideas. A simple innovation funnel can help:

1. Employees experiment with AI tools.
2. Promising ideas are shared with the organization.
3. The most impactful use cases are evaluated and expanded.

Many AI platforms also provide usage data that can highlight successful workflows. If a particular tool or process becomes widely used internally, it may signal an opportunity to formalize and scale that solution across the organization.

Focus on problems, not technology

A common mistake organizations make is starting with the question, “Where can we use AI?”

A better approach is to start with the problem. Ask, “What business challenge are we trying to solve?”

Sometimes AI will be the best solution. Other times, simpler tools, such as spreadsheets, automation platforms, or traditional analytics, may be more effective.

Treating AI as one tool among many ensures that organizations apply it where it truly creates value rather than forcing it into every problem.

Capture everyday productivity gains

Not every AI benefit comes from large transformation projects. Some of the most immediate value comes from small improvements in daily work.

Employees are already using AI tools to help with tasks like:

• Drafting emails and reports
• Summarizing information
• Brainstorming ideas
• Structuring plans and strategies
• Working through complex problems

These small efficiencies may be difficult to measure individually, but when multiplied across an entire workforce, they can significantly improve productivity and job satisfaction.

Over time, this also helps employees become more comfortable and creative with AI tools, which can lead to larger innovation opportunities.

Strengthen governance and security

Security concerns are one of the biggest barriers organizations face when adopting AI. Leaders worry about sensitive data exposure, regulatory risks and the rapid growth of AI tools.

Addressing these concerns requires a thoughtful approach.

Provide enterprise-grade AI tools

Organizations should offer secure AI platforms within their own environments. If employees lack access to approved tools, they will likely use public alternatives, which increases risk.

Providing enterprise tools gives employees a safe place to experiment.

Extend existing data policies

Most organizations already have data governance policies. AI policies should simply extend those rules.

For example, sensitive company data should only be used within approved platforms rather than public AI tools.

Clear guidelines help employees understand how to use AI responsibly while still enabling innovation.

Review security practices

AI systems often interact with large volumes of organizational data, which can expose weaknesses in existing access controls.

Organizations should review how administrative privileges and sensitive data access are managed. Strengthening these controls ensures AI tools do not unintentionally expand access to information.

Learn from external expertise

AI technology is evolving quickly, and many organizations lack deep expertise internally.

Leaders can accelerate progress by learning from external sources such as:

• Industry communities and professional groups
• Peer organizations experimenting with AI
• Advisors and technology partners
• Educational resources and training programs

These networks help organizations stay informed, avoid common mistakes and move forward with greater confidence.

Moving forward with AI

Organizations don’t need a perfect strategy before they begin exploring AI. What matters most is creating the right environment for progress.

That environment includes:

• Clear leadership support
• Cross-functional collaboration
• Safe experimentation
• Strong governance and security
• A focus on real business problems

By combining these elements, organizations can move beyond the hype surrounding AI and begin realizing real value — one practical use case at a time.

How we can help

Baker Tilly helps organizations safely and effectively harness AI. Our AI consulting services support you from strategy development through implementation, including model design, data and AI governance, workflow automation and organizational readiness programs. Ready to accelerate your AI journey? Connect with a Baker Tilly specialist to get started. 

New Holland, a brand of CNH, is proud to highlight the extraordinary impact that the donation of a TT model tractor has generated within the community of Bugiri, Uganda, through the work of God in Action Uganda (GiAU), an orphanage and community relief organization. Delivered in April 2025, this tractor’s impact has gone far beyond being a piece of agricultural equipment, it has become a catalyst for social, economic, and community transformation.

The TT tractor is used on the organization’s farm to accelerate its mission of creating a fully self‑sustaining agricultural system that provides long‑term support for both children and elders in need.

The farm represents a crucial pillar of GiAU’s vision: to cultivate the resources needed to feed the community of Bugiri, generate income, and ultimately build a dedicated dormitory that will offer a safe and permanent home for the orphans under their care. By strengthening their ability to produce and sell crops, the organization aims to secure a future marked by dignity, independence, and opportunity.

The benefits extend beyond the orphanage. Farmers from the surrounding community have also been able to access the tractor’s capabilities, strengthening the resilience of the entire village. What began as a single act of generosity has grown into a shared resource, empowering local agricultural development and community cooperation.

This project forms part of CNH’s Sustainable Development Initiatives and represents the New Holland brand’s support of fair, inclusive, and sustainable agriculture worldwide.

Through projects such as this, New Holland continues to promote farming practices that enhance livelihoods, strengthen communities, and create meaningful, lasting change.

New Holland, a brand of CNH, is proud to highlight the extraordinary impact that the donation of a TT model tractor has generated within the community of Bugiri, Uganda, through the work of God in Action Uganda (GiAU), an orphanage and community relief organization. Delivered in April 2025, this tractor’s impact has gone far beyond being a piece of agricultural equipment, it has become a catalyst for social, economic, and community transformation.

The TT tractor is used on the organization’s farm to accelerate its mission of creating a fully self‑sustaining agricultural system that provides long‑term support for both children and elders in need.

The farm represents a crucial pillar of GiAU’s vision: to cultivate the resources needed to feed the community of Bugiri, generate income, and ultimately build a dedicated dormitory that will offer a safe and permanent home for the orphans under their care. By strengthening their ability to produce and sell crops, the organization aims to secure a future marked by dignity, independence, and opportunity.

The benefits extend beyond the orphanage. Farmers from the surrounding community have also been able to access the tractor’s capabilities, strengthening the resilience of the entire village. What began as a single act of generosity has grown into a shared resource, empowering local agricultural development and community cooperation.

This project forms part of CNH’s Sustainable Development Initiatives and represents the New Holland brand’s support of fair, inclusive, and sustainable agriculture worldwide.

Through projects such as this, New Holland continues to promote farming practices that enhance livelihoods, strengthen communities, and create meaningful, lasting change.

New Holland, a brand of CNH, is proud to highlight the extraordinary impact that the donation of a TT model tractor has generated within the community of Bugiri, Uganda, through the work of God in Action Uganda (GiAU), an orphanage and community relief organization. Delivered in April 2025, this tractor’s impact has gone far beyond being a piece of agricultural equipment, it has become a catalyst for social, economic, and community transformation.

The TT tractor is used on the organization’s farm to accelerate its mission of creating a fully self‑sustaining agricultural system that provides long‑term support for both children and elders in need.

The farm represents a crucial pillar of GiAU’s vision: to cultivate the resources needed to feed the community of Bugiri, generate income, and ultimately build a dedicated dormitory that will offer a safe and permanent home for the orphans under their care. By strengthening their ability to produce and sell crops, the organization aims to secure a future marked by dignity, independence, and opportunity.

The benefits extend beyond the orphanage. Farmers from the surrounding community have also been able to access the tractor’s capabilities, strengthening the resilience of the entire village. What began as a single act of generosity has grown into a shared resource, empowering local agricultural development and community cooperation.

This project forms part of CNH’s Sustainable Development Initiatives and represents the New Holland brand’s support of fair, inclusive, and sustainable agriculture worldwide.

Through projects such as this, New Holland continues to promote farming practices that enhance livelihoods, strengthen communities, and create meaningful, lasting change.

Originally published on 3M News Center

As part of a continued effort to inspire the next generation of scientists, 3M is partnering with DoSomething and Amazon MGM Studios to launch Project STEM Heroes, a nationwide program encouraging young people to explore STEM careers and recognize the mentors who sparked their curiosity. Aligned with the release of the science fiction film “Project Hail Mary,” the initiative invites youth to submit videos sharing their passion for STEM and the teachers who shaped their journey, with the opportunity to earn a scholarship.

Representatives from 3M and DoSomething, a leading hub for youth-centered leadership and service, attended the world premiere of “Project Hail Mary,” joined by a 3M scientist and a group of students and teachers, including two Project STEM Heroes scholarship recipients. While in St. Paul, Minnesota, 3M also hosted a volunteer event with STARBASE Minnesota Inc., an organization that inspires creativity and hands-on learning for students, where 3M employees supported programming designed to empower students in their STEM exploration.

“Project STEM Heroes inspires young people to discover and unlock their passion for STEM, while celebrating the educators who sparked their passion,” said DeNora Getachew, CEO of DoSomething. “Partnering with 3M to honor these students and teachers at the ‘Project Hail Mary’ premiere highlighted real stories of curiosity and mentorship. Together, we’re helping the next generation to see themselves as innovators and problem solvers.”

Encouraged by the message of Project STEM Heroes, nearly 300 3M volunteers partnered with STARBASE to take action by assembling hands-on STEM materials that will reach more than 19,000 students.

As part of a continued effort to inspire the next generation of scientists and impact communities, 3M employees exceeded their 2025 goal of contributing 100,000 volunteer hours globally, reaching over 144,000 hours. As community needs persist, the company’s goal this year is to achieve 160,000 volunteer hours.

From building 780 model rocket engine mounts to preparing thousands of STEM kits, these efforts will help bring lessons like rocket launches and missions to Mars to life.

“Our decades-long partnership with 3M is invaluable, and events like this are among the highlights because they allow us to engage directly with dedicated 3M volunteers,” said Melanie Peters, Executive Director of STARBASE Minnesota Inc. “Our programs serve fifth‑grade students – an age when many begin to decide whether they see themselves as ‘STEM students’ or not. It’s critical for us to reach them at this stage with a high-impact experience that builds confidence and sparks curiosity.”

Together, these efforts reflect 3M’s ongoing commitment to empowering the next generation of innovators and providing youth around the world with meaningful STEM education experiences.

 

Originally published on 3M News Center

As part of a continued effort to inspire the next generation of scientists, 3M is partnering with DoSomething and Amazon MGM Studios to launch Project STEM Heroes, a nationwide program encouraging young people to explore STEM careers and recognize the mentors who sparked their curiosity. Aligned with the release of the science fiction film “Project Hail Mary,” the initiative invites youth to submit videos sharing their passion for STEM and the teachers who shaped their journey, with the opportunity to earn a scholarship.

Representatives from 3M and DoSomething, a leading hub for youth-centered leadership and service, attended the world premiere of “Project Hail Mary,” joined by a 3M scientist and a group of students and teachers, including two Project STEM Heroes scholarship recipients. While in St. Paul, Minnesota, 3M also hosted a volunteer event with STARBASE Minnesota Inc., an organization that inspires creativity and hands-on learning for students, where 3M employees supported programming designed to empower students in their STEM exploration.

“Project STEM Heroes inspires young people to discover and unlock their passion for STEM, while celebrating the educators who sparked their passion,” said DeNora Getachew, CEO of DoSomething. “Partnering with 3M to honor these students and teachers at the ‘Project Hail Mary’ premiere highlighted real stories of curiosity and mentorship. Together, we’re helping the next generation to see themselves as innovators and problem solvers.”

Encouraged by the message of Project STEM Heroes, nearly 300 3M volunteers partnered with STARBASE to take action by assembling hands-on STEM materials that will reach more than 19,000 students.

As part of a continued effort to inspire the next generation of scientists and impact communities, 3M employees exceeded their 2025 goal of contributing 100,000 volunteer hours globally, reaching over 144,000 hours. As community needs persist, the company’s goal this year is to achieve 160,000 volunteer hours.

From building 780 model rocket engine mounts to preparing thousands of STEM kits, these efforts will help bring lessons like rocket launches and missions to Mars to life.

“Our decades-long partnership with 3M is invaluable, and events like this are among the highlights because they allow us to engage directly with dedicated 3M volunteers,” said Melanie Peters, Executive Director of STARBASE Minnesota Inc. “Our programs serve fifth‑grade students – an age when many begin to decide whether they see themselves as ‘STEM students’ or not. It’s critical for us to reach them at this stage with a high-impact experience that builds confidence and sparks curiosity.”

Together, these efforts reflect 3M’s ongoing commitment to empowering the next generation of innovators and providing youth around the world with meaningful STEM education experiences.

 

Originally published on 3M News Center

As part of a continued effort to inspire the next generation of scientists, 3M is partnering with DoSomething and Amazon MGM Studios to launch Project STEM Heroes, a nationwide program encouraging young people to explore STEM careers and recognize the mentors who sparked their curiosity. Aligned with the release of the science fiction film “Project Hail Mary,” the initiative invites youth to submit videos sharing their passion for STEM and the teachers who shaped their journey, with the opportunity to earn a scholarship.

Representatives from 3M and DoSomething, a leading hub for youth-centered leadership and service, attended the world premiere of “Project Hail Mary,” joined by a 3M scientist and a group of students and teachers, including two Project STEM Heroes scholarship recipients. While in St. Paul, Minnesota, 3M also hosted a volunteer event with STARBASE Minnesota Inc., an organization that inspires creativity and hands-on learning for students, where 3M employees supported programming designed to empower students in their STEM exploration.

“Project STEM Heroes inspires young people to discover and unlock their passion for STEM, while celebrating the educators who sparked their passion,” said DeNora Getachew, CEO of DoSomething. “Partnering with 3M to honor these students and teachers at the ‘Project Hail Mary’ premiere highlighted real stories of curiosity and mentorship. Together, we’re helping the next generation to see themselves as innovators and problem solvers.”

Encouraged by the message of Project STEM Heroes, nearly 300 3M volunteers partnered with STARBASE to take action by assembling hands-on STEM materials that will reach more than 19,000 students.

As part of a continued effort to inspire the next generation of scientists and impact communities, 3M employees exceeded their 2025 goal of contributing 100,000 volunteer hours globally, reaching over 144,000 hours. As community needs persist, the company’s goal this year is to achieve 160,000 volunteer hours.

From building 780 model rocket engine mounts to preparing thousands of STEM kits, these efforts will help bring lessons like rocket launches and missions to Mars to life.

“Our decades-long partnership with 3M is invaluable, and events like this are among the highlights because they allow us to engage directly with dedicated 3M volunteers,” said Melanie Peters, Executive Director of STARBASE Minnesota Inc. “Our programs serve fifth‑grade students – an age when many begin to decide whether they see themselves as ‘STEM students’ or not. It’s critical for us to reach them at this stage with a high-impact experience that builds confidence and sparks curiosity.”

Together, these efforts reflect 3M’s ongoing commitment to empowering the next generation of innovators and providing youth around the world with meaningful STEM education experiences.

 

COMPLIMENTARY WEBINAR

Preparing for CSRD Mandatory Assurance: What Companies Need to Do Now

Thursday, April 30th, 2026 at 10:00 AM PST

REGISTER TODAY

If your organization is in scope for the Corporate Sustainability Reporting Directive (CSRD), the next step is building the processes, controls, and evidence needed to meet assurance requirements. This session provides a practical roadmap for readiness, covering data governance, internal control frameworks, documentation standards, and alignment with ESRS reporting.

Whether you are early in your CSRD journey or already reporting, this complimentary 30-minute webinar will help you build an assurance-ready ESG reporting system.

Join Danielle Stapleton, SCS Global Services’ Program Manager for ESG Assurance, as she highlights the following:

– What auditors will expect
– Common challenges organizations face in their first assurance cycle
– Key actions companies should take now to avoid delays or rework

A live Q&A session will follow the discussion.

REGISTER NOW

NEW YORK, April 2, 2026 /3BL/ – Chief Executives for Corporate Purpose® (CECP) today released a new report, Corporate Foundations: Optimizing for Returns, providing the first comprehensive data-driven framework for understanding how corporate foundations deliver value to both society and the business.

Drawing on data from CECP’s Giving in Numbers™ and recent survey insights, the report highlights that corporate foundations have become a staple for leading companies. In a two-decade matched set of companies, 92% maintained at least one corporate foundation. Despite fluctuations due to mergers and acquisitions, these foundations have proven to be an essential tool in companies’ corporate purpose toolbox.

“Optimization for social and business returns does not happen by accident; it requires intention, strategy, and collaboration,” said Leah Battin, Manager, Strategic Advisory at CECP. “This research moves the conversation from assumptions about the value of foundations to actions that bring business value across four key areas: social results, reputation and trust, internal culture, and financial benefits.”

Key Findings for Corporate Leaders:

• Financial and Strategic Resilience: Companies with foundations demonstrate higher financial performance, with median revenue 4% higher and median pre-tax profit (PTP) 37% higher after establishing a foundation. Furthermore, foundations provide consistent community investment during financially volatile periods, according to 62% of leaders.
• A New Regulatory Landscape: Following the One Big Beautiful Bill Act (OBBBA), companies now face a minimum donation requirement of 1% of taxable income to be eligible for corporate tax deductions. While 37% of leaders say decisions are not driven by tax-deductibility, 46% acknowledge it as a moderately significant factor.
• Internal Culture and Engagement: Foundations are a powerhouse for employee engagement. Companies with foundations see median volunteer hours that are 104% higher than those without. On average, establishing a foundation leads to a 78% increase in volunteer hours and a 55% increase in the number of volunteer programs offered.
• Reputation and Trust: Companies with foundations rank an average of 2.3 places higher on the Axios Harris Reputation 100. They also score significantly higher on metrics of trust, ethics, citizenship, and character.
• Social Impact Superiority: Foundations drive deeper social investment. Data show companies with foundations have a 6% higher median Total Community Investment (TCI) and a 43% higher median matching-gift total than their peers without foundations.

The report also introduces the Corporate Foundation Returns Index, a diagnostic tool for corporate foundation leaders to assess how their strategic decisions—such as geographic footprint and program areas—optimize these specific returns. Currently, 80% of leaders categorize their foundations as either “Impact Drivers” (cross-sector, cross-enterprise initiatives) or “Community Collaborators” (prioritizing specific geographies and/or headquarters) reflecting a strong focus on ecosystem change and business integration of corporate purpose.

CECP utilized a multi-method research approach to identify systemic differences between companies with and without foundations. The core of the study involved a matched-group design, pairing 45 foundation-led companies against a control group of 45 similar peers based on industry, revenue, and headcount. This quantitative analysis was supplemented by 20 years of longitudinal data from CECP’s Giving in Numbers™ and recent CECP Pulse Surveys. Additionally, findings were validated through a questionnaire with 47 corporate foundation leaders and subsequent working groups to refine the report’s Corporate Foundation Returns Index.

CECP Media Contact

Katie Leasor

kleasor@cecp.co

###

 

 

About Chief Executives for Corporate Purpose (CECP)

Chief Executives for Corporate Purpose® (CECP) is the only nonpartisan business counsel and network dedicated to driving measurable returns on purpose. We promote responsible purpose-driven business as it increases customer loyalty, builds employee engagement, improves brand trust, attracts top talent, connects with strategic investors, and contributes to the bottom line.

More than 200 of the world’s leading companies seek to improve their return on purpose through access to CECP’s solutions in insights and benchmarking. With our companies, we harness the power of purpose for business, stakeholders, and society.

For more information, visit http://cecp.co.