IoP is pleased to share new insights from The Business of Doing Good, a multi-part research series by Economist Impact, supported by the Institute of Philanthropy. The series explores how companies across Asia are integrating public benefit into their core business strategies — not as a side initiative, but as a driver of long-term value.

 

Based on interviews with over 40 leaders and research across 13 Asian markets, the series offers a practical framework for aligning purpose with governance, operations, and stakeholder relationships. It reflects a growing shift toward locally-grounded models of corporate impact, shaped by Asia’s cultural values, institutional structures, and economic priorities.

 

At IoP, we believe that companies bring more than financial resources to the table. Their infrastructure, networks, and expertise can be powerful tools for social change — especially when purpose is embedded across the business.

 

The first report in the series identifies six distinct profiles of corporate engagement, each offering a lens through which companies can assess their current approach and explore new pathways for impact:

 

• Values Anchor – Purpose rooted in founder beliefs or family legacy
• Government Enabler – Alignment with national priorities to build legitimacy and scale
• Internal Advocate – Employee-led efforts to shape and implement purpose-driven policies
• Trust Builder – Credibility as a strategic asset in low-trust environments
• Industry Accelerator – Influence over sector-wide standards and regulatory frameworks
• Social Innovator – Commercial models designed to address unmet social or environmental needs

 

The second report, Exploring Profiles in Action, shows how these models are being put into practice — through long-term investment, employee engagement, partnerships, and data-driven decision-making. Each profile is illustrated with real-world examples and paired with reflection questions to support internal planning.

 

To help companies apply these insights, the series includes a strategic programme snapshot designed for leadership teams, sustainability officers, and philanthropic advisors. It offers a starting point for organisations to reflect on their positioning and consider areas for deeper discussion around purpose and impact.

 

As Charles Ross, head of policy and insights, Asia-Pacific at Economist Impact, notes: “In Asia, doing good is deeply embedded in business culture. Companies understand that prosperity and purpose are not competing goals — they’re mutually reinforcing.”

 

This research is part of IoP’s broader effort to strengthen philanthropic ecosystems across Asia. By examining how companies define and operationalise purpose, The Business of Doing Good contributes to a more resilient and responsive landscape for corporate impact.

 

For businesses looking to deepen their social contribution, this series offers a clear starting point — and a practical roadmap for embedding purpose into strategy.

 

Explore the full series, including case studies, strategic frameworks, and planning tools: The Business of Doing Good