P&G: one possibility among many
P&G leadership may not realize it—unless you call them.
Virtually every Fortune 500 and Fortune 1000 company has compelling reasons to become the exclusive national sponsor of the HSe4Metrics K–12 platform: advancing corporate civic responsibility while potentially creating disproportionate, long-term shareholder value.
One—and only one—of these giants will have the opportunity (subject to due diligence) to secure this national sponsorship. In collaboration with a federal agency, the impact would be even greater. Imagine Procter & Gamble partnering with the U.S. Department of Labor—establishing a new gold standard for public–private partnerships (PPPs).
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Differentiation by sponsorship—making current trends lines obsolete
With its vast portfolio of recognizable brands—many of which consumers may not realize belong to P&G—Procter & Gamble could, as national sponsor of the HSe4Metrics platform, ignite powerful consumer engagement. Visualize an enlightened surge in shoppers seeking every possible P&G product. Now visualize a manufacturer-retailer near-real-time point-of-service data tracking system making previous trend lines—before sponsoring the HSe4Metrics platform—obsolete.
Similarly, consider a U.S. automaker. General Motors or Ford could reclaim market share—an achievement in itself. For a company such as Rivian—an American automaker known for bold, outsized leadership—a partnership with a federal agency would be a deft move for both the company and the country. Rivian would be positioned to capture meaningful market share from competitors such as Toyota, Honda, and Stellantis.
Jamie Dimon—for giant corporations, giant societal obligation
In an address to shareholders, JPMorgan Chase CEO Jamie Dimon emphasized the courage to innovate and the shared responsibility of CEOs and large corporations to drive societal innovation for the public good.
But innovating is difficult, and the will to implement can be even more challenging, as the outcome of true innovation is unknowable until tested by implementation—making the decision to take that risk gut-wrenching.
A fascinating example, though not mentioned by Dimon, is that of a Xerox CEO, who presided over America’s greatest company. Lacking the fortitude to implement—fearing the unknown—he quietly sold a breakthrough innovation to an upstart competitor willing to take the risk.
Demand for the innovation was a global hit, and the tiny company soared—while Xerox spiraled into bankruptcy. (See more about this in the Jamie Dimon link.)
Courage to test through implementation
Business 101, the Wharton Mack Institute, and Harvard agree: if a company’s leadership will not innovate to achieve new plateaus in market share and margins, it is time to look for leadership that will.
To fund the cloud and infrastructure costs associated with sponsorship of the HSe4Metrics K–12 platform, the federal government enables corporations and federal agencies to join in a shared mission advancing the national workforce, K–12 student performance, and overall national competitiveness.
Sponsoring the HSe4Metrics platform stands to win the admiration of the nation—and to drastically improve K-12 student performance—so sponsor it.
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