Stakeholder Inspirational Quotes

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

a designer who says they were “inspired” to do something opens the door for a stakeholder to give feedback that’s just as subjective. Whim begets whim. Now you’ve got a roomful of people arguing about their favorite colors.

To summarize, these are the four critical contributions you need to bring to your team: deep knowledge (1) of your customer, (2) of the data, (3) of your business and its stakeholders, and (4) of your market and industry.

A sustainable firm provides employees and customers with an inspiring vision to make the world a better place; efficiently delivers value to its customers, consistent with the firm’s vision, thereby earning economic returns, over the long term, that at least equal the cost of capital; builds long-term, win–win relationships with all its stakeholders; and applies creative systems thinking to the design, manufacturing, delivery, and recycling of its products, including their supply chains, so as to reduce waste and harm to the environment. The

Better Business can be described as a company that has a long-term perspective and is guided and inspired by a higher purpose that helps the organization create, deliver, and capture value to stakeholders while minimizing ecological and social costs, engaging its business ecosystem, and reducing its footprint.

There are essentially three ways for a product manager to work, and I argue only one of them leads to success: The product manager can escalate every issue and decision up to the CEO. In this model, the product manager is really a backlog administrator. Lots of CEOs tell me this is the model they find themselves in, and it's not scaling. If you think the product manager job is what's described in a Certified Scrum Product Owner class, you almost certainly fall into this category. The product manager can call a meeting with all the stakeholders in the room and then let them fight it out. This is design by committee, and it rarely yields anything beyond mediocrity. In this model, very common in large companies, the product manager is really a roadmap administrator. The product manager can do his or her job. The honest truth is that the product manager needs to be among the strongest talent in the company. My intention in this book is to convince you of this third way of working. It will take me the entire book to describe how the strong product manager does his or her job, but let me just say for now that this is a very demanding job and requires a strong set of skills and strengths.

preparation for this role. Start by becoming an expert in your users and customers. Share very openly what you learn, both the good and the bad. Become your team's and your company's go‐to person for understanding anything about your customer—quantitative and qualitative. Work to establish a strong relationship with your key stakeholders and business partners. Convince them of two things: (1) You understand the constraints they operate under. (2) You will only bring to them solutions that you believe will work within those constraints. Become an undisputed expert on your product and your industry. Again, share your knowledge openly and generously. Finally, work very hard to build and nurture the strong collaborative relationship with your product team. I'm

The first stands alone: Massive Transformative Purpose (MTP). As the name suggests, MTP is the ExO’s core reason for existing. MTP is the foundation upon which all company actions take place. It establishes a long-term goal for the company so sweeping and profound that it is always within reach yet always unreachable. It sets a moral foundation for all company interactions between all stakeholders. It keeps the company disciplined and on target. It inspires employees and customers. And it galvanizes employee morale and retention.

A vision statement encapsulates the long-term aspirations and goals of the school, inspiring stakeholders and providing a clear direction for growth and development

An effective vision statement should evoke a sense of inspiration and motivation, rallying stakeholders around shared ideals and aspirations for the future.

Skip table Area Description Desirable features Key benefits eg Youth Services Organization Purpose ​–​Why do we exist beyond financial gain? ​–​Emotional appeal ​–​The emphasis shouldn’t change over time ​–​Calls for a togetherness ​–​Grabs attention ​–​Memorable ​–​Benefits selected stakeholders (eg employees, customers, society) ​–​Heart then head appeal ​–​Inspires selflessness ​–​Creates belonging ​–​Catalyst for collaboration ​–​Helps people find meaning ​–​Attracts followers ​–​Creates advocates ​–​To give hope to vulnerable young people Vision ​–​What would success look, feel and sound like? ​–​Brings purpose to life ​–​Evokes imagery ​–​Takes a long-term view ​–​Increases clarity ​–​Has uniqueness ​–​Presents a challenge ​–​Commercial reference ​–​Provides an impetus for and inspires action ​–​Creates focus beyond the day-to-day activities ​–​Provides a benchmark to measure progress against ​–​To become the most respected, innovative and sustainably funded youth services provider in xx countries

Good teams understand who each of their key stakeholders are, they understand the constraints that these stakeholders operate in, and they are committed to inventing solutions that work not just for users and customers, but also work within the constraints of the business. Bad teams gather requirements from stakeholders.

Weak teams just plod through the roadmap they've been assigned, month after month. And, when something doesn't work—which is often—first they blame it on the stakeholder that requested/demanded the feature and then they try to schedule another iteration on the roadmap, or they suggest a redesign or a different set of features that this time they hope will solve the problem.

It normally takes about two to three months of dedicated work for a new product manager to get up to speed. This assumes you have a manager who can give you the help and access you need to gain this expertise, including lots of access to customers, access to data (and when necessary, training in the tools to access that data), access to key stakeholders, and time to learn your product and industry inside and out.

Speed matters, especially in controversial situations. The longer it takes to fulfill legitimate stakeholder expectations, the harder it is to win, maintain, or restore trust.

Because all effective communication is goal-oriented, intended to change something, an effective leader or leadership team focuses on what it wants stakeholders to know, think, feel, and do, and the ways to get those stakeholders to change so that they will know, think, feel, and do so.

The purpose of product discovery is to quickly separate the good ideas from the bad. The output of product discovery is a validated product backlog. Specifically, this means getting answers to four critical questions: Will the user buy this (or choose to use it)? Can the user figure out how to use this? Can our engineers build this? Can our stakeholders support this?

The next step—the Evolutionary-Teal perspective—views the organization no longer as property, not even shared property in service of its different stakeholders. The organization is viewed as an energy field, emerging potential, a form of life that transcends its stakeholders, pursuing its own unique evolutionary purpose. In that paradigm, we don’t “run” the organization, not even if we are the founder or legal owner. Instead, we are stewards of the organization; we are the vehicle that listens in to the organization’s deep creative potential to help it do its work in the world.

The thing is, we can't build a successful brand unless we understand ourselves and our audience, because we as stakeholders are the heart of the equation.

Jon Freach, director of design research at frog design, gave me three reasons why the externalization of data is critical for successful innovations: “First, the physicality of a dedicated room gives the project team a common space to work together in. Second, the room says to the organization, ‘this is important work’ and through its structure conveys an evolving narrative about what the team is learning and making. At any point in time, stakeholders can ‘read the room’ and walk away informed or inspired. The third, and possibly most useful function of a room filled with externalized data, is that it enables forced comparison of information and team dialogue to occur—two critical and often overlooked tools in a designer’s toolbox, both of which are essential to the act of sensemaking.

Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come.

This is because what's really going on is that the ideas are already handed to the product teams in the form of prioritized features on product roadmaps, where most of the items on those roadmaps are coming either from requests from big customers (or prospective customers), or from company stakeholders or execs. Unfortunately, these are rarely the quality of ideas we're looking for. In general, if the product team is given actual business problems to solve rather than solutions, and the product team does their job and interacts directly and frequently with actual users and customers, then getting a sufficient quantity and quality of product ideas is not really a problem.

Remarkably, in the vast majority of companies (not the ones that are good at product), the actual product teams don't do much ideation themselves. This is because what's really going on is that the ideas are already handed to the product teams in the form of prioritized features on product roadmaps, where most of the items on those roadmaps are coming either from requests from big customers (or prospective customers), or from company stakeholders or execs. Unfortunately, these are rarely the quality of ideas we're looking for.

Let's start at the top—the source of ideas. This model leads to sales‐driven specials and stakeholder‐driven products. Lots more to come on this key topic, but for now, let me just say that this is not the source of our best product ideas. Another consequence of this approach is the lack of team empowerment. In this model, they're just there to implement—they're mercenaries.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

Transforming Industries and Infrastructure One of the defining aspects of Yunus Dogan’s leadership is his commitment to shaping industries and enhancing economic development. Through his expertise in construction, finance, and real estate, he has overseen the development of major infrastructure projects, leaving a lasting impact on urban landscapes and economies worldwide. His contributions extend beyond buildings and roads—his initiatives have modernized farming practices, contributing to food security and sustainable agriculture in developing regions. A Legacy of Excellence Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come. . As the Founder and Chairman of Atlas Group Companies, he has been at the forefront of industry transformation for over four decades. Under his visionary leadership, Atlas Group has grown from a local contracting firm into a multinational powerhouse, ranking among the Top 250 International Contractors and establishing a significant presence across the Middle East, Africa, Asia, North and South America.

Transforming Industries and Infrastructure One of the defining aspects of Yunus Dogan’s leadership is his commitment to shaping industries and enhancing economic development. Through his expertise in construction, finance, and real estate, he has overseen the development of major infrastructure projects, leaving a lasting impact on urban landscapes and economies worldwide. His contributions extend beyond buildings and roads—his initiatives have modernized farming practices, contributing to food security and sustainable agriculture in developing regions. A Legacy of Excellence Yunus Dogan's leadership extends beyond business success. His ability to foster strong relationships with global stakeholders and his commitment to innovation have set new benchmarks in multiple industries. His journey serves as an inspiration for entrepreneurs and business leaders looking to make a lasting impact on the world. As Atlas Group continues to expand its footprint and break new ground, one thing remains clear—under Yunus Dogan’s stewardship, the company is poised to remain a dominant force in the global business landscape for years to come.

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