CSR in the Next Decade: Why People Will Matter More Than Capital

Corporate Social Responsibility (CSR) in India has evolved into a significant change agent over the past decade. In FY 2023–24 alone, over 27,188 companies invested more than ₹34,909 crore across 59,633 CSR projects (National CSR Portal). According to India CSR 2025 by Give Grants, this number could grow to ₹1.2 lakh crore annually by FY35. With boardroom engagement deepening, CSR teams maturing, and a strong ecosystem of partners and intermediaries taking shape, the sector holds enormous potential to drive meaningful, long-term social impact for corporate houses.

Yet, recent research tells us a more complex story. While CSR investment continues to rise alongside burgeoning corporate profits, its impact is unquestionably decided by the teams and their captive talent pool — be it the boards that set priorities, the CSR leaders who shape vision into strategy, or the teams that transform plans into cognisable action. While funds are flowing, the question remains: do companies have the talent and structures in place to convert it into meaningful and sustainable change? This blog examines why high-performance teams, not merely capital, will define the next decade of CSR impact in India.

Capital is Rising, but is Capability Catching Up?

The introduction of the CSR mandate in 2014 was a watershed moment for India. It redefined ‘giving’ not solely as charity, but as a strategy. In the decade since, it has unlocked over ₹2.17 lakh crore for social development, which is expected to rise to ₹7.24 lakh crore by 2035 (Give Grants 2024 ). But while budgets have grown manifold, teams have not always kept pace. According to the Bridgespan report, Practices That Power CSR Talent and Governance in India (2025), nearly two-thirds of the surveyed CSR leaders rank ‘best-in-class talent’ among the premier three ingredients for CSR success. The challenge today is not about how much is spent, but how effectively it is spent — and that comes down to the strength, structure, and strategic clarity of the teams managing CSR grant allocation and on-the-ground implementation. The money tap is wide open, but the talent pipeline continues to remain constricted.

Why Execution is the Real Challenge

The inherent complexity of CSR concepts and the layered nature of social challenges demand more than financial allocation. They require strategic foresight, adaptive execution, and sustained engagement, all of which depend on the understanding and capability of the teams executing them. On the ground, many CSR projects in India continue to struggle with limited baseline data, short-term project cycles, and a tendency to measure success based on output rather than outcome. These are not just budgeting challenges; they represent fundamental gaps in execution and impact measurement — barriers that only CSR teams with strong on-ground knowledge, sectoral understanding, and relevant skills can overcome.

The Human Capital Deficit

One of the most persistent hurdles to more effective CSR is the shortage of skilled and focused talent. The Bridgespan report referenced earlier reveals that 82% of CSR leaders surveyed believe they need to hire or upskill their teams to improve effectiveness. Many CSR leaders juggle multiple roles, often with responsibilities outside of CSR, making it difficult to bring the strategic depth and focus that their work demands. 35% of leaders report challenges in hiring at the junior level, pointing to a limited talent pool and a lack of long-term career pathways within the sector. Nonprofit founders and fundraisers, who work closely with CSR grantmaking teams, often highlight their lack of sectoral understanding and sensitivity to its complexities, which are essential for bringing about social change. The CSR function today requires professionals who can seamlessly blend corporate acumen with social sector fluency, a rare and demanding combination.

The Governance Gap

Strong governance is foundational to impactful CSR but remains a weak link in many organisations. The Bridgespan report highlights that most CSR committee members lack a deep contextual understanding of the social sector or the communities they are meant to serve. Only 54% of CSR leaders in the survey feel that their governance bodies bring this critical perspective to the table. This disconnect leads to well-intentioned decisions missing the mark, highlighting the need for greater ground-level insight right at the governance level.

Strengthening the Core: Building High-Impact CSR Teams

To address these systemic gaps in teams and governance, the Bridgespan report outlines a clear development agenda covering three core areas:

Leadership

• Positioning CSR heads closer to the C-suite to enable weaving CSR right into the fabric of business strategy, while empowering them with operational autonomy for faster and more strategic execution.
• Investing in building leadership pipelines and offering real-world learning opportunities to equip leaders for long-term and sustained impact.

Teams

• Attracting and retaining motivated CSR talent by offering a clear purpose, visible career growth, and hands-on exposure.
• Going beyond formal training by tapping into internal expertise, peer networks, and nonprofit partnerships to strengthen cross-functional execution and trust-building in the field.

Governance:

• Engaging governance members in CSR strategy, partnerships, and advocacy efforts.
• Establishing advisory boards with external experts and deepening their understanding through field immersions and community

Examples of Two Effective CSR Team Performances

High-performing CSR teams don’t happen by accident. They are built around key capabilities and mindsets that combine sectoral insight, adaptability, data-driven execution, and a strong focus on talent. Here are two examples.

• The MANSI Project by Tata Steel Foundation The Maternal and Newborn Survival Initiative (MANSI), operating in rural Jharkhand, has significantly reduced infant and maternal mortality rates. This long-running program has a dedicated team that understands the intricacies of the local health ecosystem, has successfully built a strong community trust, and meticulously trained and supported ground-level workers, leading to sustained behavioural change and improved health outcomes.
• The Clean Water Initiative by Astral Foundation In the water-scarce village of Hiwali (Maharashtra), Astral Foundation’s CSR team enabled the first-ever piped water access since Independence by constructing a 2.7 km pipeline, a deep well, and storage tanks. The initiative impacted over 300 residents and 1,500 livestock, significantly reducing waterborne illnesses and improving school attendance. Clear team roles, close coordination with the community, and support from senior leadership led to swift and transformative execution, addressing a critical need in the process.

Bridging the Readiness Gap

Despite growing ambition and funding, most CSR teams lack the right knowledge, mindset, and skills to set up systems to create the capabilities the social sector truly needs. Key areas, such as monitoring-evaluation-learning (MEL), strategic communications, digital enablement, and systems thinking, often remain inadequately represented or outright misunderstood. This results in disconnected initiatives, misaligned stakeholder expectations, and curtailed impact. CSR professionals require a nuanced understanding of the social sector’s complexity, encompassing its histories, power dynamics, systems, and communities. Without this grounding, even well-funded programs struggle to deliver sustainable change, precisely where structured leadership development can be a game-changer.

Recognising this, India Leaders for Social Sector (ILSS) has developed programs that help corporate professionals build the mindset, knowledge, and networks needed to navigate this space with confidence, while strengthening the skills required to lead with purpose. The ILSS Leadership Program is designed for individuals transitioning into or advancing within the social sector, including those already working in CSR functions. Complementing this, The ILSS Board Leadership Program equips senior leaders and board members to bring greater strategic depth, governance rigour, and sectoral sensitivity to the organisations they serve. These programs offer an integrated learning experience that combines exposure to development challenges, cross-sector perspectives, and immersive learning, enabling professionals to bridge the gap between corporate intent and community reality with nuanced clarity and absolute conviction.

The success of CSR isn’t just about giving more; it’s about understanding better and solving smarter.

About the Author

Tapoja Mukherji
Senior Manager – Marketing and Communication

Tapoja Mukherji is the senior manager, communications at ILSS, leading the organisation’s communications efforts to ensure its message is conveyed with clarity, impact, and resonance across platforms. With two decades of experience in publishing, content writing, and editorial leadership, she previously served as the senior editor of TTIS, a leading children’s weekly from The Telegraph, Kolkata. She has a strong background in storytelling and editorial management, specialising in crafting impactful narratives, proofreading, and copy editing. She began her career as a high school teacher before transitioning into media and communications, where she discovered her passion for shaping narratives and engaging audiences.