Social Value and the Triple Bottom Line

In 1994, John Elkington coined the term Triple Bottom Line which is an agenda that focuses not just on the economic value that business brings but also on the environmental and social value that it can add – or destroy. In 1998 John expanded and articulated his views in his book Cannibals with Forks: the Triple Bottom Line of 21st Century Business.

Although many companies find the economic and environmental issues relatively easy to understand and address it is the social value element that appears to be difficult to manage.
This is where I believe that Du can add real value because founders Cameron Gordon and Steve Day understand that most of the time it's the system that causes the problem, not the people in the system.

Du’s Service Design takes ideas and turns them into strategic outcomes by working not just with those supplying the product/service but by involving the end-users. This process helps identify any end-user concerns and can also help to highlight issues that may not have surfaced in the initial planning stage.

Although Du’s service design process can be used my almost any type of business perhaps it is in the Community, Voluntary and Public Sector where Du’s approach can add value. People, in general, are more likely to support and use a service in which they have a stake. Everyone has an opinion from who should be the next England football coach to how often the local bus should run. It is when services are just imposed on them that people feel undervalued and this can lead to suspicion about hidden public service agendas, etc.

So, Du’s service design process may be a good thing for the end-users but what about those within the business who would traditionally be doing the work; should they feel threatened? I don’t think so because by bringing in Du they will have more time to focus on their strategic planning roles. The learning that Du will bring from working with the client and the local communities will be of benefit to both sides. The client will be able to incorporate perhaps unforeseen concerns and issues into its strategy and individuals within the community will gain some ownership of the new service.

If people own something they are more likely to look after it, e.g. if children plant a school garden it appears that they are less likely to vandalise it.
It is often the system that causes the problem, not the people in the system.


Pauline Short
Du Marketing Associate