CSR And Product Responsibility

People sometimes see Acumen raising large amounts of commercial capital and assume we no longer need philanthropy. No sooner had we announced $250M for our Hardest-to-Reach fund — to bring off-grid light and electricity to 70 million people across 17 of Africa’s most challenging markets — than some concluded Acumen must be set. In fact, the opposite is true. First, let me acknowledge how tough this fundraising environment is. I couldn’t be prouder of the team and partners who made our Hardest-to-Reach announcement possible after 2.5 years of relentless effort. And yet it’s worth underscoring: none of this would have been possible without philanthropy. Philanthropy is the first mover. It allows us to place early bets in fragile markets like Malawi and Benin, cover the development costs needed to structure and raise investment across the capital spectrum and provide the technical assistance that builds capacity. To put a finer point on it: of the nearly $250M raised for Hardest-to-Reach, more than $80M is philanthropic. That risk-taking anchor made it possible to prove new models — and ultimately unlock institutional investment. During Climate Week last month, I met philanthropists who see this as the time to pivot from grantmaking toward impact investing. While I understand the instinct, I want to offer a reframing: it’s not either/or. If you want your capital to have lasting impact, there may be no better use than catalytic philanthropy — especially when deployed through blended finance models like Hardest-to-Reach. Philanthropy cannot see itself at the margins. It is catalytic capital — risk-taking, patient, and unabashedly impact-first — creating the conditions for commercial capital to follow. And it's more important now than ever as traditional aid shrinks and many governments shift from grants to investment approaches. At Acumen, philanthropy from donors at all levels remains our bedrock. It enables us to reach the hardest-to-reach, build inclusive markets where none exist, and keep social impact at the center of everything we do. And because solving problems of poverty is Acumen’s mission, raising philanthropic capital will remain essential to our work.

⛳ Product Design and Strategy Playbooks (+ Worksheets) (https://lnkd.in/e2SJVWDb), a large repository of research methods, techniques and guides to estimate the impact of a problem, review solutions, test pricing strategies, explore revenue streams, refine and uncover insights, brainstorm and encourage action ethically — with plenty of examples and case studies. One for the bookmarks! The collection is very vast and comprehensive, but what I appreciate about it is fair and ethical recommendations and sources that are included in each section, along with useful questions to raise and pairings to achieve desired outcome. (Just the color contrast really needs some improvement there.) Many companies speak about “validation” of ideas. Yet validation often means merely accepting and confirming existing assumptions. They also speak of using “psychological hooks” to capture customer’s attention. But it’s merely deceptive practices that trick people into actions they don’t really mean to do. Instead, as Hannah Shamji writes, we should diagnose existing behavior without any preconceived notions or affiliations. We shouldn’t really validate — we should research instead. The “validation” techniques can help us get there, but to me they are mostly UX testing methods, not “validation” methods. And: instead of using manipulative “hooks” to capture attention, we can build an honest, respectful, trustworthy relationship with our customers and allow them to build confidence and loyalty with our products. It takes time and patience. That’s a long play, and almost every single time it’s absolutely worth it. PS: I can also wholeheartedly recommend Design Patterns For Trust (https://lnkd.in/etZ7mm2Y), a fantastic (!) catalog of design patterns and strategies to help teams design trustworthy services and experiences, neatly put together by fine folks at Projects by IF. #ux #design

The fashion industry continues to be a focus for consumer law agencies in both the EU and UK. In the EU, national authorities plus the European Commission issued a public statement yesterday that SHEIN is under investigation for possible infringements of consumer protection law. With revenues now well over $30 billion, Shein is a huge presence in e-commerce. To be honest, it’s a daunting list of alleged issues: - Reference pricing: purporting to offer better deals by showing price reductions that are not based on the actual prior prices. - Urgency claims: putting consumers under pressure to complete purchases using tactics like false purchase deadlines. - Misleading information on consumer rights: displaying incomplete and incorrect information about consumers' legal rights to return goods and receive refunds and failing to process returns and refunds in accordance with consumers' relevant rights. - Misleading product labels: using product labels that suggest that the product offers something special when in fact the relevant feature is required by law. - Misleading sustainability claims: Providing false or deceptive information about the sustainability benefits of its products. - Hidden contact details: Consumers cannot easily contact Shein for questions or complaints. - Misleading rankings and reviews: Product rankings, reviews, and ratings presented to consumers in a misleading manner. - Third-party sellers: Whether Shein informs consumers about how the obligations under the contract are shared between a third-party seller and Shein, and that consumer rights do not apply to the contract in cases where the third-party seller is not a trader.  With such a long list of possible infringements to investigate, it will be challenging for the authorities to conclude the case efficiently. Nevertheless, it will be a key test case for whether consumer laws can be applied effectively to global platforms. The UK authority, the Competition and Markets Authority, has not opened a case simultaneously (which is an approach we sometimes see in competition cases post-Brexit), but must surely be looking closely at Shein’s practices. And if that’s not enough, Shein is already under investigation for potential breaches of the EU Digital Services Act (having been designated as a VLOP just over a year ago). That investigation concerns issues such as the presence of illegal content and goods on Shein’s platform, the transparency of its recommender systems, and measures to mitigate risks relating to consumer protection, public health and users' wellbeing. Oh, and don’t forget the ongoing investigation into Shein by the Italian agency. #consumerlaw #shein #consumerprotection

Corporate volunteering isn't charity. It's strategy. We've been thinking about it all wrong. Like it's some kind of corporate karma points. A feel-good checkbox on the CSR form. A nice-to-have that makes for good annual report photos. But what if I told you it's actually a business imperative? The data is staggering. Companies with strong volunteer programs see attrition drop by 11-39%. Not 1%. Not 2%. Up to thirty-nine percent. In a world where replacing an employee costs 1.5-2x their annual salary, that's not philanthropy. That's financial sense. And it gets better. 96% of companies report higher engagement among employees who volunteer. Higher engagement. Not just happier faces. Not just better photos for the company Instagram. But deeper, more meaningful connection to work. We keep throwing money at engagement problems. Better offices. Fancier perks. Higher bonuses. Yet we ignore the simplest solution - giving people purpose beyond their paycheck. Look at Cognizant Outreach. Their volunteers don't just stay longer. They become brand evangelists. They recruit their friends. They defend the company at dinner parties. They wear the logo with pride, not just because it pays their bills, but because it stands for something. The irony is tragic. HR departments spend millions on retention strategies while volunteer programs beg for budget. Leadership teams obsess over culture while overlooking the most powerful culture-building tool they already have. We've been treating volunteering like it's a cost center when it's actually an investment with measurable returns. But here's the thing - it only works when it's real. When it's not just a day of painting walls for a photo op. When it's sustained. When it's connected to your company's actual expertise. When employees can see the impact, not just hear about it in town halls. The companies that get this right don't just do good. They do better. Their employees stay longer. Work harder. Speak more positively. Recruit more effectively. The ROI isn't soft. It's as hard as any marketing campaign or training program you've ever measured. So stop thinking about volunteering as something nice you do on the side. Start seeing it as essential business strategy. Because in the war for talent, purpose isn't just a differentiator. It's the ultimate competitive advantage.

When I took on my role as Chief Corporate Citizenship Officer at PMI, I set a handful of parameters for myself and my team: 1. Don’t fall into the trap of arm’s-length checkbook philanthropy: One-off cash infusions can help nonprofits in the immediate term, but they don’t get at the issue of sustainable growth. 2. Focus, focus, focus: Diffusion is the enemy of progress. There are an endless number of worthy causes and charitable organizations, but our greatest impact will come from identifying a small number of causes that are intrinsically tied to our values and vision and making those causes priorities. (In our case, this is U.S. military veterans, women’s equity and empowerment, and hyperlocal activations.) 3. Empower—and learn from—those already in the trenches: We’re not going to dictate what happens at the community level. We’re here to listen and learn and find ways to support and expand the good works already underway. 4. Give a “hand up” instead of a handout: Band-Aid solutions may make us feel good in the short term, but they don’t get to the root problem. The cash infusions we give our community-based partners are meaningful, but their value grows exponentially when paired with our business expertise and insights. 5. Offer employees a chance to contribute to change: We polled PMI’s U.S. workforce earlier this year about our plans to support military veterans. An astonishing 97 percent of employees raised their hands to get involved. There’s a hunger out there for making a positive difference in local communities and the broader world. Find ways to connect your people to the issues that matter most to them. It turns out that this is the way the next generation of philanthropists is thinking about their impact as well. A recent article (I’ll share the link in comments) shares interesting insights into how our younger generations—millennials and Gen Z—are embracing a more comprehensive approach to philanthropy focused on measurable impact and deeper connections. They’re also showing a greater tolerance for the “long game,” willing to take risks in the short term to lay the groundwork for greater gains down the road. As the next generation of philanthropists takes the reins and starts investing more than money in the causes they care about, let’s make sure our organizations are prepared to do the same.

Sustainable Design Strategies 🌎 Sustainable design principles are increasingly being integrated into product life cycles, and six complementary strategies are at the forefront of this transformative approach. ▪ Dematerialization: Companies are increasingly seeking ways to reduce material use while maintaining functionality. This strategy leverages digitization to add features without additional material or weight, fostering new, sustainable business models and urging a shift in consumer mindset towards more efficient products. ▪ Next-Best Material Selection: The selection of materials like biodegradable or recycled options minimizes environmental impact without major functionality sacrifices. Innovations, such as plant-based substitutes for traditional materials, are being developed despite challenges related to cost and complex selection criteria. ▪ Green Supply Chain: Enhancing supply chains to be more environmentally friendly involves using materials and designing processes that reduce logistics and production impacts. This approach aims at cost reduction through energy efficiency and requires robust collaboration across teams. ▪ Longevity and Effective Usage: Extending product life through designs that facilitate repair and adaptation delays the replacement cycle and fosters brand loyalty. Though it may impact the adoption of newer models, it offers an avenue for quality perception and additional revenue from services. ▪ Product Efficiency: Designing for minimum energy and resource consumption during use is a direct response to consumer demand and a crucial step in reducing the overall carbon footprint. This efficiency is balanced against other product features and benefits, particularly in high-consumption models. ▪ Circularity: Emphasizing recyclable materials and design for product "second life" reduces both material and energy consumption. Despite the financial and logistical hurdles, circularity is critical for a sustainable transition, especially as optimized secondary materials become more cost-effective. These six strategies collectively address sustainability across product life cycles, presenting opportunities and challenges as industries adapt to a more environmentally conscious marketplace. Source: Boston Consulting Group (BCG) #sustainability #sustainable #design #esg #climatechange #climateaction #circularity #circulareconomy #productdesign

And that, friends, is a wrap on the ACCC’s Digital Platforms Inquiry and what a fitting finale: AI competition risks and unfair trading practices. Since Josh Frydenberg kicked things off in February 2020, the ACCC has delivered 10 in-depth reports examining how digital platforms affect markets, consumers, and the economy more broadly. In that time, the digital world has changed dramatically. This inquiry was commissioned just as COVID lockdowns began. It predates the launch of ChatGPT, the rebrand of Twitter to X, and the explosion of AI-integrated digital business models. So where did we land? The final report drives home two central messages: 1️⃣ Regulatory reform is needed to address platform-driven consumer and competition harms; and 2️⃣ It’s time for an economy-wide prohibition on unfair trading practices. Let’s zoom in on that second point. Unfair trading practices, particularly dark patterns, are rampant in the digital space. Think: sneaky design tricks that manipulate users into doing things they didn’t intend, like signing up for subscriptions or handing over personal data under false pretences. While technically a consumer law issue, the implications for privacy and data governance are significant. In fact, Treasury’s own regulatory impact statement gives these examples of unfair trading practices: ⭐ Inducing consent through concealed data practices; ⭐ Using opaque targeting to undermine user autonomy; ⭐ All-or-nothing ‘clickwrap’ consents enabling excessive tracking; and ⭐ Overly complex disclosures that make meaningful consent impossible. I recently wrote about the privacy risks of pixel tracking and invisible data-sharing ecosystems, exactly the kind of activity that could fall foul of a future unfair trading ban. What makes this even more interesting is the enforcement angle. While the OAIC has flagged increased action on digital tracking, the ACCC may be better placed to lead enforcement here, given its broader remit and stronger funding. A principles-based prohibition could also open the door to closer collaboration between the ACCC and OAIC, something many of us in the sector would welcome. The upshot? If your organisation collects, shares or monetises user data through design-led manipulation, expect greater scrutiny. And not just from privacy regulators but from consumer protection watchdogs too. The Attorney-General’s Department has confirmed that work on Privacy Act reform is continuing, with draft provisions to be developed and further engagement planned in the coming months. 👉 The regulatory net is tightening and the digital compliance landscape might just be about to heat up 🔥. #DigitalPlatforms #ConsumerLaw #Privacy #DarkPatterns #ACCC #OAIC #Unfairtradingpractices

Humanizing AI Through the Kano Model In an era where generative AI has become a ubiquitous offering, true differentiation lies not in merely adopting the technology but in integrating human values into its core. Building on my earlier discussion about applying the Kano Model to Gen AI strategy, let’s explore how this framework can refocus development metrics to prioritize ethics and human-centricity. By aligning AI systems with human needs, organizations can shift from functional tools to trusted partners that inspire lasting loyalty. Traditional metrics such as speed, scalability, and model accuracy have evolved into basic expectations the “must-haves” of AI. What truly elevates a product today is its ability to embody values like safety, helpfulness, dignity, and harmlessness. These qualities, categorized as “delighters” in the Kano Model, transform AI from a transactional tool into a meaningful collaborator. Key Human-Centric Differentiators Safety: Proactive safeguards must ensure AI systems protect users from risks, whether physical, emotional, or societal. Safety is non-negotiable in building trust. Helpfulness: Personalized, context-aware interactions demonstrate empathy. AI should anticipate needs and adapt to individual preferences, turning routine tasks into meaningful experiences. Dignity: Ethical design principles—fairness, transparency, and privacy—must underpin AI development. Respecting user autonomy fosters long-term trust and engagement. Harmlessness: AI outputs and recommendations should prioritize user well-being, avoiding unintended consequences like bias, misinformation, or psychological harm. This human-centered approach represents a paradigm shift in technology development. While traditional KPIs remain important, they are no longer sufficient to stand out in a crowded market. Organizations that embed human values into their AI systems will not only meet user expectations but exceed them, creating emotional connections that drive loyalty. By applying the Kano Model, businesses can systematically align innovation with ethics, ensuring technology serves humanity rather than the other way around. The future of AI isn’t just about efficiency it’s about elevating human potential through thoughtful, responsible design. How is your organization balancing technical excellence with human values?

Your research findings are useless if they don't drive decisions. After watching countless brilliant insights disappear into the void, I developed 5 practical templates I use to transform research into action: 1. Decision-Driven Journey Map Standard journey maps look nice but often collect dust. My Decision-Driven Journey Map directly connects user pain points to specific product decisions with clear ownership. Key components: - User journey stages with actions - Pain points with severity ratings (1-5) - Required product decisions for each pain - Decision owner assignment - Implementation timeline This structure creates immediate accountability and turns abstract user problems into concrete action items. 2. Stakeholder Belief Audit Workshop Many product decisions happen based on untested assumptions. This workshop template helps you document and systematically test stakeholder beliefs about users. The four-step process: - Document stakeholder beliefs + confidence level - Prioritize which beliefs to test (impact vs. confidence) - Select appropriate testing methods - Create an action plan with owners and timelines When stakeholders participate in this process, they're far more likely to act on the results. 3. Insight-Action Workshop Guide Research without decisions is just expensive trivia. This workshop template provides a structured 90-minute framework to turn insights into product decisions. Workshop flow: - Research recap (15min) - Insight mapping (15min) - Decision matrix (15min) - Action planning (30min) - Wrap-up and commitments (15min) The decision matrix helps prioritize actions based on user value and implementation effort, ensuring resources are allocated effectively. 4. Five-Minute Video Insights Stakeholders rarely read full research reports. These bite-sized video templates drive decisions better than documents by making insights impossible to ignore. Video structure: - 30 sec: Key finding - 3 min: Supporting user clips - 1 min: Implications - 30 sec: Recommended next steps Pro tip: Create a library of these videos organized by product area for easy reference during planning sessions. 5. Progressive Disclosure Testing Protocol Standard usability testing tries to cover too much. This protocol focuses on how users process information over time to reveal deeper UX issues. Testing phases: - First 5-second impression - Initial scanning behavior - First meaningful action - Information discovery pattern - Task completion approach This approach reveals how users actually build mental models of your product, leading to more impactful interface decisions. Stop letting your hard-earned research insights collect dust. I’m dropping the first 3 templates below, & I’d love to hear which decision-making hurdle is currently blocking your research from making an impact! (The data in the templates is just an example, let me know in the comments or message me if you’d like the blank versions).

Data privacy and ethics must be a part of data strategies to set up for AI. Alignment and transparency are the most effective solutions. Both must be part of product design from day 1. Myths: Customers won’t share data if we’re transparent about how we gather it, and aligning with customer intent means less revenue. Instacart customers search for milk and see an ad for milk. Ads are more effective when they are closer to a customer’s intent to buy. Instacart charges more, so the app isn’t flooded with ads. SAP added a data gathering opt-in clause to its contracts. Over 25,000 customers opted in. The anonymized data trained models that improved the platform’s features. Customers benefit, and SAP attracts new customers with AI-supported features. I’ve seen the benefits first-hand working on data and AI products. I use a recruiting app project as an example in my courses. We gathered data about the resumes recruiters selected for phone interviews and those they rejected. Rerunning the matching after 5 select/reject examples made immediate improvements to the candidate ranking results. They asked for more transparency into the terms used for matching, and we showed them everything. We introduced the ability to reject terms or add their own. The 2nd pass matches improved dramatically. We got training data to make the models better out of the box, and they were able to find high-quality candidates faster. Alignment and transparency are core tenets of data strategy and are the foundations of an ethical AI strategy. #DataStrategy #AIStrategy #DataScience #Ethics #DataEngineering