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64 SMT Magazine • October 2016 Their social mission drives them to create social change. Such entrepreneurs start their quest from social challenges, unlike their tradi- tional counterparts who are driven by commer- cial value. In doing so, social entrepreneurs look at sustainable long-term strategies that will en- sure change. They are also known for excellent navigational skills in difficult situations like lack of initial resources. They not only involve communities but also engage profit-oriented businesses to share in their endeavor. Social en- trepreneurs, oriented toward inclusive and sus- tainable development, are thus natural collab- orators. As observers have noted, the "social" part of their title is geared toward communities and societies while as entrepreneurs they repre- sent capable sectors that wield much power, like businesses and governments. Social enterprises have been on the rise in the Philippines. Rags 2 Riches (R2R), for exam- ple, produces and sells eco-ethical fashion and home accessories out of upcycled, overstock cloth, and indigenous fabrics. R2R assembles the bags in their own workshops, employing members of their partner-poor communities. Messy Bessy, another example has a straight- forward branding message: "We clean. We green. We educate." A manufacturer and wholesaler of natural, chemical-free household and personal care cleaners made by at-risk youths in the Phil- ippines who receive skills, education, and men- torship to help their rehabilitation, Messy Bessy not only highlights its products' green aspect and social impact, it works closely with chem- ists to ensure that its all-natural line is as ef- fective as the next cleaner on the grocery store shelf. Big corporations, on the other hand, have been implementing their respective sustainabil- ity programs over the last decade. As mentioned earlier, sustainability has become top priority on both the CEO and boardroom programs. Busi- ness' three pillars are thus profit (making mon- ey), people (providing jobs and taking care of employees and community), and planet (com- mitting to environmentally sustainable practic- es or products). Michael Porter and Mark Kramer have dis- cussed the impact of social improvements (en- vironmental impact, supplier access and via- LEADERSHIP TOWARD GREATER MEANING