Entrepreneur and philanthropist reflects on the period before formal CSR, corporate longevity and India’s path to prosperity at Raigarh CSR Summit
RAIGARH (India CSR®): CSR and regional development are closely connected and must be understood as part of the same development journey, Satish Jha, Entrepreneur, Philanthropist, Author and Former Journalist, USA, said while addressing the Raigarh CSR Summit organised by India CSR. Jha began his address by bringing together two subjects—CSR and development, particularly regional development. He described his own journey as one that had travelled through different routes before arriving at the present CSR discourse.
A Journey That Began “Before CSR”
Founder & Chairman of Ashraya Foundation recalled that his engagement with development started before CSR became a commonly recognised term. He referred to this period as being “before CSR” and spoke about his association with economics and regional development. His observations placed CSR within a longer history of economic and institutional development rather than treating it as a completely new idea. The address suggested that the present CSR framework has emerged after a much longer journey involving economics, businesses, markets and regional development.
Questions About Indian Companies
Jha, the author of The Full Plate: India’s Education Revolution and the Race for Human Capital, then turned his attention to the corporate landscape. He asked participants to think about the number of companies operating in India and the market value represented by a relatively limited group of companies. He repeatedly referred to companies, their market value and their position in the Indian market. Through these questions, he encouraged the audience to examine how corporate value is created and concentrated. His address did not merely focus on the size of companies. It also raised questions about their history and longevity.
Jha also discussed his journey as an author, including his book The Full Plate: India’s Education Revolution and the Race for Human Capital, along with his other writings on education, human capital and India’s development.
How Old Are Leading Companies?
Jha, also the author of The Learning State (2026), asked the audience to consider the age of companies that occupy important positions in the market. He specifically referred to the benchmark of 50 years while discussing how long companies survive and remain influential. The issue of longevity became an important part of his address. He asked what enables some companies and institutions to continue for decades while others disappear. He also referred to the environment—or mahaul—required to create and sustain such organisations.
Creating the Required Environment
Jha observed that companies and institutions cannot be created in isolation. They require an environment that allows them to develop and remain active over a long period. His address raised a fundamental question: can India create more institutions and enterprises that survive and remain relevant for 50 years or longer? The emphasis remained on creating the necessary conditions rather than expecting enduring institutions to emerge automatically.
References to Global Experience
Drawing upon his international experience, Jha referred to America, Harvard and academic life while discussing institutions and their development. These references were used to broaden the discussion beyond India and examine how different social and institutional environments support organisations, knowledge and leadership. He also reflected on the historical conditions through which countries and institutions grow. His observations connected the longevity of organisations with the wider environment in which they operate.
India’s People and Geography
Towards the later part of his address, Jha referred to the people and geography of India. He emphasised that both belong to the country and must remain central to any discussion about its development. He connected these realities with the larger question of national prosperity. The discussion focused on how India can achieve prosperity while working with its own people, geography, history and institutional conditions. Instead of treating development as an abstract idea, Jha placed it within the actual social and geographical realities of the country.
A Wider Question About Prosperity
Jha’s address at the Raigarh CSR Summit moved from CSR and regional development to companies, markets, institutional longevity and national prosperity. He asked participants to examine how development institutions and companies are created, how long they survive and what kind of environment supports them. The speech ultimately placed CSR within a larger national question: how can India build companies and institutions that remain strong, contribute to prosperity and continue serving society over a long period?
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