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Out of the 100 largest economies in the world, about half are multinational corporations. Given their impact on global communities, it is increasingly essential that these large corporations execute responsibility to society, rather than rely on governments and non-profits to address difficult social issues alone

Benecaid is a health benefits administrator. Jonathan Graff has been announced as a Co-President in which he will share senior executive responsibilities with Marla Schwartz, who has been Benecaid's President since 2005. Graff sits on the Market Advisory Panel for Web Businesses at the MaRS Centre.

Benecaid is a health benefits administrator. Jonathan Graff has been announced as a Co-President in which he will share senior executive responsibilities with Marla Schwartz, who has been Benecaid's President since 2005. Graff sits on the Market Advisory Panel for Web Businesses at the MaRS Centre. Sept 8, 2009

The Stem Cell Network (SCN) has entered into a collaborative agreement with the MaRS Discovery District to transfer control of its nascent spin-off commercialization arm, Aggregate Therapeutics Inc (ATI). The agreement will see MaRS take immediate management responsibility for ATI, seek funding to operationalize the company and accelerate efforts to commercialize stem cell and regenerative medical research

Research Money states "The Stem Cell Network (SCN) has entered into a collaborative agreement with the MaRS Discovery District to transfer control of its nascent spin-off commercialization arm, Aggregate Therapeutics Inc (ATI). The agreement will see MaRS take immediate management responsibility for ATI, seek funding to operationalize the company and accelerate efforts to commercialize stem cell and regenerative medical research." April 24, 2007

"The Case Against Corporate Social Responsibility "

Brothers Marc Kielburger and Craig Kielburger, co-founder and founder respecitively, of the Free The Children Foundation. They also launched another project a for-profit company called Me to We, which sells socially responsible products and offers young people trips abroad, channeling most of the proceeds back to Free the Children. Allyson Hewitt, Director of SiG at MaRS, provides her perspectives on the challenges that social entrepreneurs encounter.

Ethical Ocean is a MaRS Client who specializes in selling socially responsible products only made a strategic pivot in their model. Nathan Monk, a senior associate with MaRS Discovery District in Toronto and an adviser in the Web and mobile technology startup community, says it's important to constantly review and test business models or hypotheses.

Stanford Social Innovation Review is an award-winning magazine covering best strategies for nonprofits, foundations, and socially responsible businesses. Published quarterly by the Stanford Graduate School of Business.

Stanford Social Innovation Review

Shares insights and practical experiences that will help those who do the important work of improving society do it even better. Strategies, tools, ideas for non-profits, foundations, socially responsible businesses.

While governance and fiduciary matters command a bigger share of their time and attention, the hiring of CEOs is among the most important, value-added responsibilities of Boards of Directors. It is also one exercised ever more frequently, with statistics showing that two-thirds of all venture-backed startup companies replace their founding CEOs and of these replacements, two out of every five fail in the first 18 months.

This article talks about how the recession's economic tightening is actually good for social enterprises as it forces the industry to be more innovative in order to survive. The author talks about asking for partnerships that are even more valuable than charitable donations. He also talks about why it's important for all companies to incorporate ethical business practices in order to stay viable in a generation of people who care deeply about where products come from. Times are better than ever for social entrepreneurs.

Consider the two faces of the global innovation movement. Company A, having grown through acquisition, produces multiple brands for multiple markets and operates a worldwide network of research and product development centers. Each of its R&D sites was initially responsible for its own brands and local market, but with globalization these distinctions have lost their importance. Company B, on the other hand, was built largely through internal growth and has two global brands. It operates one primary R&D center supported by a handful of special-purpose sites around the world. This comparatively sparse network has helped Company B win wide admiration for the efficiency of its engineering. Because expanding the number of nodes in a network exponentially increases its complexity, it is not surprising that Company A's R&D structure is more expensive to operate. Company A has considered closing some sites, but has resisted doing so because it fears losing capabilities and insights, and roiling local markets. Meanwhile, incremental budget cuts have chipped away at engineer and supplier morale. Having built its network to maximize the value associated with market access, it is now forced to manage the network for cost. Most global innovation networks look like Company A's - and suffer the same problems. Company B's R&D structure is clearly more productive, but it is not necessarily ideal either. Its network might be too compact, limiting access to knowledge that could maximize performance. Thus, to identify principles and practices for creating a truly well-designed innovation network, Booz Allen Hamilton and INSEAD, the international business school, surveyed R&D leaders in 186 companies from 17 industry sectors in 19 nations in 2005. The survey results, and our own experience, suggest one central truth: Organizations benefit when they configure their innovation networks for cost and manage them for value.

The first half of the Review focuses on the impacts and risks arising from uncontrolled climate change, and on the costs and opportunities associated with action to tackle it. A sound understanding of the economics of risk is critical here. The Review emphasises that economic models over timescales of centuries do not offer precise forecasts - but they are an important way to illustrate the scale of effects we might see. The second half of the Review examines the national and international policy challenges of moving to a low-carbon global economy. Climate change is the greatest market failure the world has seen. Three elements of policy are required for an effective response.

AstraZeneca has made its social-media pitch to the FDA. In response to the agency's call for comments on new rules for online marketing and communications, the drugmaker outlined some ways interactions with customers--and potential customers--might be governed. Read more: http://www.fiercepharma.com/story/az-pitches-social-media-rules-fda/2010-03-02?utm_medium=nl&utm_source=internal#ixzz0h2feB1qq

Five architectural teams face the challenge of reinventing a site considered to be Toronto's birthplace. Adamson Associates Architects is on the short listed firms. Mention of Adamson being responsible for the restoration and renovation of the MaRS Centre at College and University. The project included the reformation of the College Wing of the historic Toronto General Hospital and stitching that into contemporary buildings and public atrium space.

Earl Miller from MaRS shares his thoughts on why young tech companies should treaty privacy as a key business issue.

A Netherlands publication, Ode's claim to fame is profiling interesting individuals and innovators before they are known globally (such as Patch Adams and Deepak Chopra) and making alternative media mainstream. Since 1995, Ode's goal has been to promote social, economic, and environmental ideas that change the world for the better. Available in Dutch and English, Ode publishes novel ideas, profiles interesting individuals that are making a change today, makes for a great social networking tool, and reports on people, culture, science and health, responsible business, and environment.

"The expansion of the Keystone XL pipeline has become a lightning rod for the battle between long-term climate concerns and shorter-term economic benefit. Opponents say Canada's tarsands are one of the world's most carbon-intensive and environmentally destructive sources of oil. Proponents argue they're a politically stable source of oil in a world fraught with risk. Both are correct. A compromise on Keystone is essential if Canada is to become a responsible energy superpower in the complex 21st century world of carbon constraints. "

Carol Goar from The Star states "Financial giant Goldman Sachs will invest $9.6 million in a four-year behavioural learning program designed to reduce the proportion of young inmates who reoffend. Organizations like MaRS, are examining the concept of pay-for-performance bonds.