Supported by the Institute of Philanthropy (IoP), Economist Impact has today released The Business of Doing Good, a multi-part research series examining the range of ways that companies across Asia are embedding public benefit into business strategy. The series draws on extensive research across 13 Asian markets and insights from more than 40 executives, foundation officials, academics, and other authorities.
The initiative responds to a growing need for regionally grounded insights into corporate philanthropy—an area that is expanding rapidly across Asia but evolving on its own terms. As part of IoP’s mission to strengthen philanthropic ecosystems, the series offers practical tools to help companies align purpose with governance, operations, and stakeholder relationships. It reflects a broader shift toward strategic, locally responsive models of doing good that are distinctly shaped by Asia’s cultural, institutional, and economic dynamics.
The cover of The Business of Doing Good report.
“This research reflects our commitment to equipping leaders with regionally grounded tools for action,” said Lester Huang, Chairman of the Institute of Philanthropy. “By capturing the diverse ways companies pursue public good, the series helps to advance a more strategic and context-aware approach to corporate purpose.”
The first report, The Business of Doing Good in Asia, examines what drives companies in Asia to contribute to public good. It identifies six distinct profiles of corporate engagement—each offering a lens through which companies can assess their purpose, refine their strategy, and explore new pathways for impact:
● Values Anchor – Companies guided by enduring beliefs, often shaped by founders or family legacy.
● Government Enabler – Businesses that align with national priorities to scale impact and build legitimacy.
● Internal Advocate – Organisations that empower employees to shape and implement purpose-driven policies.
● Trust Builder – Firms that cultivate credibility in low-trust environments to unlock strategic advantage.
● Industry Accelerator – Actors that influence sector-wide standards and regulatory frameworks.
● Social Innovator – Enterprises that develop pioneering commercial models to address unmet social or environmental needs.
The second report, The Business of Doing Good in Asia: exploring profiles in action, uncovers how companies are putting these profiles into practice—through long-term investment, employee engagement, partnerships, trust-building, and data-driven decision-making. Each profile is illustrated with case studies and accompanied by reflection questions to support internal dialogue and planning.
To support practical application, an accompanying infographic distils the six profiles into a strategic tool for leadership teams, sustainability officers, and philanthropic advisors. It enables organisations to quickly assess their positioning, identify blind spots, and initiate targeted conversations around purpose alignment and impact strategy.
“In Asia, doing good has long been woven into the fabric of business,” says Charles Ross, head of policy and insights, Asia-Pacific at Economist Impact. “Shaped by cultural values, government priorities, and collective responsibility, companies across the region recognise that prosperity and purpose go hand-in-hand. Our research shows that these unique-to-Asia influences are driving more strategic and purposeful approaches to corporate doing good.”
The Business of Doing Good forms part of IoP’s wider effort to strengthen philanthropy across Asia by generating insights, building strategic tools, and fostering collaboration across sectors. By examining how companies define and operationalise purpose, the series contributes to the development of resilient, locally grounded ecosystems that can scale impact sustainably and respond to regional needs.
The full series—including case studies, strategic frameworks, and planning tools—is available for download now: The Business of Doing Good.
