In a time of globalized competition, globalized markets, and globalized politics, competition has become more and more intense.

But just as bottom lines are being squeezed, businesses are increasingly being asked to assume a greater role in the enormous social and political challenges of our time - fighting poverty, protecting the environment, reducing ignorance, treating disease. Many are trapped believing that they cannot serve both the intense demands of profit and the complex demands of social betterment.

The problem, however, is that in most cases, corporate social responsibility is viewed as peripheral to the business itself - as a distraction - though a necessary one perhaps. Business leaders are called to accept the duty of corporate social responsibility but without enthusiasm, and the business model has no relationship to the social change work that the business supports.

Resolving this dilemma comes when both business and civil society leaders develop relationships where they can build business success while at the same time build social value - so business leaders see building social equity not as a burden, but rather as an opportunity.

That's the meaning of corporate social opportunity (CSO): business and social sector organizations working intimately to create mutual value. Instead of being focused on appeasing a constituency, CSO leaders focus on deepening their relationships with key constituencies like customers, employees, and communities. Instead of writing a cheque to satisfy a watchdog or a critic, CSO leaders think in terms of engaging stakeholders at every level in win-win propositions. It's time to replace CSR with CSO.

For us at Special Olympics, developing relationships around corporate social opportunity means working with potential corporate partners in wholly-new ways. It means focusing on those partnerships where we bring not only an appealing giving opportunity, but also brand alignment, employee engagement value, cause marketing value, and relationship value. We're not looking primarily for the deepest pocket, but for the deepest relationship where each partner can both give and receive value. Just as we expect our corporate partners to contribute significantly to our bottom line, we expect to be held accountable for contributing significantly to theirs.

According to the World Economic Forum survey of CEOs and leaders (Voice of the Leaders Survey), corporate brand reputation outranks financial performance as most important measure of success. Companies with a public commitment to ethics perform better on three out four financial measures. On average, CSR-oriented companies also have 18% higher profits (Institute of Business Ethics, 2003). A Global Investors Opinion Survey 2002 by McKinsey & Company, focusing mostly on developed countries, confirms that institutional investors are prepared to pay a premium of more than 20% for shares of companies that demonstrate good corporate governance.

So in truth, there need be no conflict between profit and social advancement, because in real life, there is no separating the aims of doing well and doing good. In these days of economic uncertainty and global tension, we want our choices-all our choices - to reflect our deepest aspirations for a more just and peaceful world.

That's our business at Special Olympics. We don't want pity or sympathy for our athletes; we want pride and social recognition and value. Our athletes, family members and volunteers are role models of perseverance, trust, courage, and vision, who help us build brand loyalty, employee morale, and lasting relationships. We don't want help driven by responsibility; we want partnerships driven by opportunity for all. In times of intense competition, the punishment won't just come from a guilty conscience. It will come more swiftly from a slipping bottom line.

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