This study explores whether “doing good” is actually good for business, and examines how and when that impact is measured. Several research methods have been used to gather data to support this work: a literature review, expert interviews, case studies and subject matter interviews; all of these were conducted in Toronto. This study confirms that doing good is good for business and that doing good is measurable, while noting that the ways in which impact is measured may be outdated and lacking effectiveness. Corporations will likely increase and further be able to strategize their purpose-based efforts if they can better understand how much doing good affects their bottom lines. With correct research investment in order to prevent unintended consequences there is tremendous potential to do even more good. Findings have potential directly and indirectly to affect a spectrum of stakeholder groups including business owners, corporate leadership, employees and society. This study includes observations and recommendations to help more businesses do more good by using technology creatively to allow for accurate measurement and clearer insights, to tie CSR success directly to both the overall corporate strategy and to executive compensation to help ensure overall success.