Carroll’s (1979) model, discussed earlier, led leaders to examine the natural link between the business environment and the society in which they prospered. Businesses recognized it was in their best interest to promote the public welfare, recognizing they would draw their workforce from the public welfare, and that would make for better employees and neighbors than the poor and oppressed (Buehler & Shetty, 1975). This co-dependence between the resources of business and the needs of society supported the shift from simple philanthropy to a planned and strategic corporate social responsibility agenda. Hoyt (2003) described Cisco’s approach as similar, philanthropic mission cycle, whereby Cisco allocated 10% of their philanthropic resources to education and sustainable communities.