Stakeholder Support Quotes

Human beings are rule-following animals by nature; they are born to conform to the social norms they see around them, and they entrench those rules with often transcendent meaning and value. When the surrounding environment changes and new challenges arise, there is often a disjunction between existing institutions and present needs. Those institutions are supported by legions of entrenched stakeholders who oppose any fundamental change.

Trust acts as a buffer, mitigating reputational damage and fostering understanding and support from stakeholders.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

THE CUSTOMER JOURNEY CANVAS At the online touchpoint of the book we provide you with a canvas developed to support you when designing services. You can use it not only for yourself to get a quick overview of certain service processes, but also with providers for a self-portrayal and with customers and other stakeholders to explore and evaluate services. Besides visually simplifying existing services, you can also use it to sketch service improvements and innovations. It supports many of the tools presented later in this book. The Customer Journey Canvas is available under cc license on our website. Try it, adapt or modify it, take a snapshot and share how you use the canvas through our website. Watch out for service design thinking! NOTE:

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

The Al Saud’s widespread support among the Saudi people is drawn from deeper wells. As we have already seen in Parts I, II, and III, they are a local family who unified a nation, found ways to peacefully transfer political power amongst themselves, balanced often competing stakeholder interests, and maintained elite cohesion. Just as importantly, they have provided competent government that has satisfied most Saudis—at least most of the time.

For us, a People department is less of a group of functional experts focused on engagement and employee wellbeing and more of an operational unit that serves the business and supports its strategy. All People practices, including compensation, need to create tangible value for the company’s stakeholders, especially for its customers.

Successful leaders understand their image reflects what and who they are as opposed to what they plan to become. If you would like to be known as a sustainable organization, there are four things you can do. Think and act in ways that support long-term viability and ESG ideals. Help stakeholders understand how you think and act. Help stakeholders see how you think and act. Continuously reinforce all of the above with stakeholders.

In the face of underachievement, there's a call for empowerment specialists and stakeholders to collaborate, promoting innovation and inclusivity for a society that thrives on the collective success of its individuals.

By articulating clear objectives and strategies, a business plan can attract funding and support from stakeholders, fostering the school's development and sustainability.

You’d be wise to keep the following list of rules in front of you throughout your projects: Gain consensus on project outcomes. Build the best team you can. Develop a plan and keep it up to date. Determine what you really need to get things done. Have a realistic schedule. Don’t try to do too much. Remember that people count. Gain the support of management and stakeholders. Be willing to change. Keep others informed of what you are doing. Be willing to try new things. Become a leader.

School administrators must engage with stakeholders, support student well-being, and mentor staff to promote a conducive learning environment.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

Assessments help gauge students' progress, allowing for necessary modifications and personalized support, which may involve collaboration with students, parents, peers, and stakeholders.

Local power is also the realm of the small nonprofit, church, and civic association. A handful of people, properly organized, can drive enormous changes in a city’s dynamics. I’ll offer yet another example from Portland, Oregon. A group of water-conservation enthusiasts, frustrated at the illegal status of graywater reuse in the city and state, formed an organization called Recode. Although many in the group were young, among them they had built solid relationships with a number of local officials, business leaders, and other key people in the politics of the area. Recode pooled their respective connections to gather together relevant stakeholders, such as health officials, state legislature staff, the plumbing board, and developers. To the surprise of all, everyone at the meeting supported graywater use. So, everyone wondered, what was up? A state legislature staffer in attendance zeroed in on the main obstacle: There was no provision in the state codes for graywater. Legally, all of Oregon’s water fell into one of two categories, potable water or sewage. Since graywater was not potable, it had to be considered sewage. The staffer told them, “So, all we need to do is create a third water category, graywater.” They drafted a resolution doing that, got it to their state representative, and it passed at the next legislative session. After three subsequent years of bureaucratic wrangling and gentle pressure from Recode, graywater use became legal in Oregon. Recode then tackled urban composting toilets as their next target for legalization.

When we think of architecting software, we tend to think first of classical technical activities, like modularizing systems, defining interfaces, allocating responsibility, applying patterns, and optimizing performance. Architects also need to consider security, usability, supportability, release management, and deployment options, among others things. But these technical and procedural issues must be balanced with the needs of stakeholders and their interests. Taking a―stakeholders and interests approach in requirements analysis is an excellent way to ensure completeness of requirements specifications for the software being developed.

As people, we have stakeholders in our lives: our friends, family, colleagues, advisors. All these people know why we do what we do. How do we enroll them in our stories to support us as we move along this journey? Author Paul Ratoff, in his book, Thriving in a Stakeholder World: Purpose as the New Competitive Advantage, calls this your “stakeholder world.” Identifying your key stakeholders and enrolling them in your purpose is critical.

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?

United States is committed to protecting privacy. It is an element of individual dignity and an aspect of participation in democratic society. To an increasing extent, privacy protections have become critical to the information-based economy. Stronger consumer data privacy protections will buttress the trust that is necessary to promote the full economic, social, and political uses of networked technologies. The increasing quantities of personal data that these technologies subject to collection, use, and disclosure have fueled innovation and significant social benefits. We can preserve these benefits while also ensuring that our consumer data privacy policy better reflects the value that Americans place on privacy and bolsters trust in the Internet and other networked technologies. The framework set forth in the preceding pages provides a way to achieve these goals. The Consumer Privacy Bill of Rights should be the legal baseline that governs consumer data privacy in the United States. The Administration will work with Congress to bring this about, but it will also work with privatesector stakeholders to adopt the Consumer Privacy Bill of Rights in the absence of legislation. To encourage adoption, the Department of Commerce will convene multistakeholder processes to encourage the development of enforceable, context-specific codes of conduct. The United States Government will engage with our international partners to increase the interoperability of our respective consumer data privacy frameworks. Federal agencies will continue to develop innovative privacy-protecting programs and guidance as well as enforce the broad array of existing Federal laws that protect consumer privacy. A cornerstone of this framework is its call for the ongoing participation of private-sector stakeholders. The views that companies, civil society, academics, and advocates provided to the Administration through written comments, public symposia, and informal discussions have been invaluable in shaping this framework. Implementing it, and making progress toward consumer data privacy protections that support a more trustworthy networked world, will require all of us to continue to work together★ 45 ★

The present historical account of the origins of political institutions needs to be seen in proper perspective. No one should expect that a contemporary developing country has to replicate all of the violent steps taken by China or by societies in Europe to build a modern state, or that a modern rule of law needs to be based in religion. We have seen how institutions were the products of contingent historical circumstances and accidents that are unlikely to be duplicated by other differently situated societies. The very contingency of their origins, and the prolonged historical struggles that were required to put them in place, should imbue us with a certain degree of humility in approaching the task of institution building in the contemporary world. Modern institutions cannot simply be transferred to other societies without reference to existing rules and the political forces supporting them. Building an institution is not like building a hydroelectric dam or a road network. It requires a great deal of hard work to persuade people that institutional change is needed in the first place, build a coalition in favor of change that can overcome the resistance of existing stakeholders in the old system, and then condition people to accept the new set of behaviors as routine and expected. Oftentimes formal institutions need to be supplemented by cultural shifts; electoral democracy won’t work well, for example, if there isn’t an independent press and a self-organizing civil society to keep governments honest.

Complex environments for social interventions and innovations are those in which what to do to solve problems is uncertain and key stakeholders are in conflict about how to proceed. Informed by systems thinking and sensitive to complex nonlinear dynamics, developmental evaluation supports social innovation and adaptive management. Evaluation processes include asking evaluative questions, applying evaluation logic, and gathering realtime data to inform ongoing decision making and adaptations. The evaluator is often part of a development team whose members collaborate to conceptualize, design, and test new approaches in a long-term, ongoing process of continuous development, adaptation, and experimentation, keenly sensitive to unintended results and side effects. The evaluator’s primary function in the team is to infuse team discussions with evaluative questions, thinking, and data, and to facilitate systematic data-based reflection

seven basic project definition questions: Why are we doing this? (Purpose) What organizational-level goal(s) does this project support? (Goals and Objectives) How does this project fit with the other projects that are going on? (Scope, Project Context, Project Dependencies) What is the expected benefit from this project? (Expected Benefits, Business Case, Value, Success Criteria) What are we going to do? (Scope) Who is affected by this and who must be involved? (Stakeholders) How will we know when we are done and whether the project was successful? (Success Criteria)

Designers and stakeholders can’t predict with certainty the context in which their products will exist a year or two in the future. We’d be better served by creating up-front structures that support continuous change and adaptation.

Accelerate the development of political connections. In effective onboarding processes, companies identify the full set of critical stakeholders and engage them before the executive formally joins the organization. Typically, a point person from HR touches base with the new hire’s boss, peers, and direct reports to create this list. This point person also may encourage and support the transitioning executive in setting up and conducting early meetings with these stakeholders.

June Brought, a leadership collaborator of mine, works in corporate wellness for the successful women’s clothing company Eileen Fisher. The company has flourished since its founding in 1984, currently earning revenue of more than $300 million a year. What truly sets the company apart, however, is its early adoption of conscious capitalism and a sincere desire to enhance the lives of all its stakeholders. Eileen Fisher was one of the first clothing companies that insisted on using sustainable materials such as organic cotton, and implemented programs to reduce fabric and fiber waste. Eileen Fisher’s philanthropic efforts focus on business leadership grants to develop and benefit the careers of young women around the world. The company is also committed to enhancing the well-being of its own employees at every level, which is why June was hired. According to June, “Eileen Fisher is not just another company that claims to care about the well-being of its employees but really only cares about how they can contribute to the well-being of the bottom line. Eileen Fisher truly is concerned with its staff as human beings first.” One of the tools June uses to help individuals at Eileen Fisher and elsewhere find a healthy balance between life and work involves what she calls “completing your own circuit.” She believes it is essential that we plug into our own beings first in order to feel empowered, fulfilled, and complete. As June explains, when we outsource our power to a job, a romantic relationship, or any external condition, “we compromise our emotional welfare and risk having someone cut off our power.” She says that completing our own circuit involves a deep internal knowing that “we are fully charged and complete unto ourselves without any need for outside support or validation.

what is missing from so many learning opportunities: the personal involvement and support of key players and stakeholders, and a personal and organizational commitment to creating the sort of workplace where, when learners return from formal lessons, they are encouraged to implement what they have learned.

Phase 1: Discovery 1. Define the problem statement What is the challenge that will be solved? The problem statement is defined at this step and becomes the foundation of the project. Here is a sample problem statement: The company has more than one hundred thousand email addresses and has sent more than one million emails in the last twelve months, but open rates remain low at 8 percent, and sales attributed to email have remained flat since 2018. Based on current averages, a 2 percentage-point lift in email open rates could produce a $50,000 increase in sales over the next twelve months. It’s important to note that a strong and valid problem statement should include the value of solving the problem. This helps ensure that the project is worth the investment of resources and keeps everyone focused on the goal. 2. Build and prioritize the issues list What are the primary issues causing the problem? The issues are categorized into three to five primary groups and built into an issues tree. Sample issues could be: •​Low open rates •​Low click rates •​Low sales conversion rates 3. Identify and prioritize the key drivers. What factors are driving the issues and problem? Sample key drivers could include: •​List fatigue •​Email creatives •​Highly manual, human-driven processes •​Underutilized or missing marketing technology solutions •​Lack of list segmentation •​Lack of reporting and performance management •​Lack of personalization 4. Develop an initial hypothesis What is the preliminary road map to solving the problem? Here is a sample initial hypothesis: AI-powered technologies can be integrated to intelligently automate priority use cases that will drive email efficiency and performance. 5. Conduct discovery research What information can we gain about the problem, and potential solutions, from primary and secondary research? •​How are talent, technology, and strategy gaps impacting performance? •​What can be learned from interviews with stakeholders and secondary research related to the problem? Ask questions such as the following: •​What is the current understanding of AI within the organization? •​Does the executive team understand and support the goal of AI pilot projects?

the proliferation of repositories and tools, and the lack of an entire infrastructure layer at these organizations led me to my second epiphany—the realization that disconnected software value streams are the number-one bottleneck to software productivity at scale. These disconnects span all software specialists, from business stakeholders to support staff. They are the result of a misalignment between the end-to-end delivery architecture and the project management model with the product-oriented software value streams.

Contentious social issues like racial justice, income inequality, gun violence, immigration reform, gender equality, and climate change have all become part of many corporate agendas. Silence and indifference are becoming less the norm. The days of simply ignoring social issues or writing a check are gone. Corporations are now frequently expected to engage in social issues through public statements, sponsorships, partnerships, and policies supporting a position or a cause. Being a socially responsible corporation now also means being a socially active corporation.

PRESCIENCE GENERALLY MEETS PUSHBACK Hard-won credibility by no means ensures all-around support for big next steps. The hero mythology obscures one aspect of the actual CEO journey: even after great initial success, even after building a strong team that’s in alignment, and even after garnering strong support from investors and much of the wider stakeholder community, CEOs cannot depend on unity of support for initiatives they spearhead. That’s true no matter how well-founded their case may be and even despite how persuasive they are.

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I believe the right approach is to be active in politics, supporting policies more likely to achieve shared economic prosperity and more inclusive communities; to push large corporations to act in the interests of all their stakeholders-their shareholders, and their employees, suppliers, and communities: to back nongovernmental activities that bring as many positive changes and help as many people as possible by filling the gap between what the government does and the private sector provides, doing so faster, better, at lower cost, and doing it whenever possible in cooperation with both the public and private sectors. This kind of creative cooperation may be a lot to ask in today's polarized business and political climates, but there's plenty of evidence that working together to solve our problems works better than constant conflict.

Complex environments for social interventions and innovations are those in which what to do to solve problems is uncertain and key stakeholders are in conflict about how to proceed. Informed by systems thinking and sensitive to complex nonlinear dynamics, developmental evaluation supports social innovation and adaptive management. Evaluation processes include asking evaluative questions, applying evaluation logic, and gathering realtime data to inform ongoing decision making and adaptations. The evaluator

The launch process varies from team to team but usually involves things like: Running through a launch checklist. There might be final approvals from key stakeholders like Legal or coordination steps with teams like Marketing and Operations. Making sure that the teams who will support the product going forward are prepared. For a web product this might be the customer service team; for a hardware product it could be the manufacturing team; for a service-based product it could be the operations team. Preparing for all the things that could go wrong. As the release nears, urgent issues inevitably pop up, and the PM thinks on her feet to fight the fires.

If you’ve got products that are proprietary as well as open source, it’s important for you (and your stakeholders) to remember that your open source customers who typically aren’t paying for your product are just as valuable as your paying customers . Their feedback, contributions, and support are integral to your success. Because of this, you need to protect the open source offerings that your company has. Don’t make the open source products subpar to your paid products. Offer support to them just like you would to your paying customers. And treat your open source community just like you would your paying customers—with respect and appreciation.

A conscious business promotes mindfulness for all of its stakeholders. Employees are encouraged to investigate the world with rigorous scientific reasoning and to reflect on their role in it with equally rigorous moral reasoning. They are invited to contemplate their own selves, finding what it means to live with virtue, meaning, and happiness. They are also asked to think of their colleagues as human beings, rather than as “human resources.” Finally, they are required to understand their customers, offering them products and services that support their growth and well-being. A conscious business fosters peace and happiness in individuals, respect and solidarity in the community, and mission accomplishment in the organization.

Here’s his seven-step checklist: “Write down five pre-existing company goals or priorities that will be impacted by the decision. Focusing on what is important will help you avoid the rationalization trap of making up reasons for your choices after the fact.” “Write down at least three, but ideally four or more, realistic alternatives. One can be staying put and doing nothing. It might take a little effort and creativity, but no other practice improves decisions more than expanding your choices.” “Write down the most important information you are missing. We risk ignoring what we don’t know because we are distracted by what we do know, especially in today’s information-rich businesses.” “Write down the impact your decision will have one year in the future. Telling a brief story of the expected outcome of the decision will help you identify similar scenarios that can provide useful perspective.” “Involve a team of at least two but no more than six stakeholders. Getting more perspectives reduces your bias and increases buy-in—but bigger groups have diminishing returns.” “Write down what was decided, as well as why and how much the team supports the decision. Writing these things down increases commitment and establishes a basis to measure the results of the decision.” “Schedule a decision follow-up in one to two months. We often forget to check in when decisions are going poorly, missing the opportunity to make corrections and learn from what’s happened.

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