A Tale of Two CSR Approaches:

Recently, I supported the integration of several smaller operators that had been acquired by a larger player (let’s call them Company A). Company A has built a reputation as the leader in its industry with structured processes in what is otherwise a very unstructured space. For many local and statewide companies, becoming part of Company A’s North American network is attractive: scale, stability, and resources.

But acquisition always comes with trade-offs. The local decision-making, the unique company culture, and those small personal touches customers love often give way to standardized processes, centralized leadership, and a shift in customer experience.

One of the most recent acquisitions — let’s call it Company B — illustrates this tension perfectly. Company B was financially strong, had an outstanding reputation with clients, and was deeply respected in the industry. The founder, though older and without a strong succession plan, ultimately agreed to the acquisition when Company A came knocking.

What made Company B stand out, however, was its authentic CSR program. For more than a decade, the company had poured its heart into supporting women with breast cancer. This wasn’t just sponsorship of a walk or a once-a-year campaign. It was born from the founder’s personal story — his wife survived breast cancer three times before ultimately losing her battle. From her very first diagnosis, Company B rallied:

• Employees and their families navigating treatment received significant support.

• Customers and partners facing cancer were given care, time, and thoughtful gestures — from small gifts to “remission parties.”

• The company hosted the annual Susan G. Komen walk, yes — but went further, integrating breast cancer research updates into corporate communications, running community screenings throughout the year, and creating a culture of awareness and compassion.

This was CSR at its best: rooted in authentic values, integrated into daily life, impossible to dismiss as a photo opportunity.

During acquisition negotiations, the founder made continuation of the breast cancer work non-negotiable. Company A agreed.

But then reality set in. Company A’s CSR team has a reputation as the “photo-op kings.” Their preference is splashy, short-term campaigns on trendy issues, climate, AI, school programs, projects they can promote, but not necessarily nurture. Supporting breast cancer was not appealing to them, particularly since some of their own products contained chemicals linked to cancer risks.

The tension was clear:

• Company B’s legacy was heart-led, authentic, and deeply personal.

• Company A’s machine was driven by optics, marketing, and avoiding topics that might conflict with its brand narrative.

So here we sit, trying to reconcile the two. How do you honor the authentic work of Company B, ensuring breast cancer support remains at the forefront, while navigating Company A’s appetite for photo-friendly CSR? How do you allow authentic initiatives to thrive when the acquiring company only wants to play in safe, shiny spaces?

The Leadership Lesson

This story highlights the fundamental truth of CSR:

• CSR must be authentic and integrated from the outset.
  - If you wait until the end, swooping in for a ribbon-cutting, it’s marketing — not responsibility.

• CSR should align with values, not just image.
  - If you choose only “safe” or “trendy” causes while ignoring those tied to your business’s real impacts, employees and stakeholders will see through it.

• Authentic CSR tells a story.
  - From inception to go-to-market, people should be able to trace your involvement, your belief in the cause, and your willingness to stand by it even when it’s uncomfortable.

• And if you’re not clear from the outset about what the initiative should achieve, are you really helping?
  - CSR programs need more than good intentions; they need accountability.

• Are you measuring impact metrics, or just chasing vanity metrics?

  • Impact metrics track real outcomes: how many people were supported, what changed, what improved.

  • Vanity metrics focus on likes, mentions, and photo ops.

  • If your CSR campaign looks good in a press release but doesn’t move the needle on the issue, it’s time to rethink it.

Company B’s story proves that authentic CSR builds trust, loyalty, and impact. Company A’s story is still being written, but unless they find a way to balance optics with authenticity, the risk is that they will undermine not just Company B’s legacy, but their own credibility.