Staying Out of Funding Problems as CSR Division

Most CSR divisions would not come on top, or even be actively engaged, in the budget-snatching competition for the company. That of our institute, IISIA, is a fortunate exception. We are, currently, allotted staggering 50% of the total revenue of the institute, with the acknowledgments of the clients. And the revenue is growing fast, scoring a 146% year-on-year growth in FY2019. This is manifesting how our institute, presided by Mr. Harada, is committed to realizing the vision of Pax Japonica. 

The main revenue source of IISIA is a subscription service that grants access to our analysis reports on the global currents and financial markets, entitled as Harada Takeo Gemeinschaft (provided exclusively in Japanese at the moment)The future scenarios we present through the reports, grounded on the intelligence of wide and deep spectrums, have been a guiding reference for our clients, many of whom are a president of SMEs in Japan.

Under the constraints resulting from the novel coronavirus pandemic, think tanks the world over have been struggling with funding. Many of their partners have suspended their funding because their priorities now tend to be on more “essential” materials for survival. The problem has been so stark that, on some think tank summits, the theme of “survival strategy of think tanks” has been one of the main agendas along with themes like “the public health crisis” and “international cooperation”.

We, as a research institute and a think tank, are blessed in this regard. The level of uncertainty brought about by the pandemic has not put a hindrance on our mission. Rather, on the contrary, the instability and the shrouded mood besetting the people have attracted more of them to our guidance, whose alternatives are scarcely available elsewhere. Without relying on outside resources, we can continue to focus on what we are determined to do in the no-profit segment.

I am not claiming that our operating model is superior in any ways to think tanks operating as a no-profit organization. (And if it sounds that way, the blame is on me personally.) As a down side, striking a balance of for-profit businesses and no-profit activities in a company, especially at hard times, will be a nugging problem, of which NPOs are exempt.

Having said this, our model, making in-house profit out of providing information and making commitments through actions out of the capital, should be worth taking a look with regard to the funding issue of think tanks. As for more details on how our institute is operating, please stay tuned for further posts and our statements in think tank conferences, such as Lauder Institute’s Think Tank Town Hall meetings. Thank you and see you again soon.

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