Stakeholder Value Quotes

Shaping the company's future requires a focus on value creation for all stakeholders, not just shareholders.

Ensuring the company's sustainable success requires a relentless focus on creating value for all stakeholders, not just shareholders.

If there is alignment among stakeholders, values, and actions, we have the agency to make things happen.

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.

When we apply the principles of permaculture to business operations - we end up with more profitable businesses, more resilient businesses, and businesses that holistically add value to all stakeholders.

When companies genuinely commit to CSR, they signal to their stakeholders that their values align with broader societal concerns.

Stakeholder trust is the bedrock upon which long-term value creation is built in the context of corporate social responsibility.

Permaculture Capital Stewardship, or Permaculture Investing, is about not just having a diversified portfolio, but having a portfolio where all of the assets within the portfolio have synergy and whereby that synergy is channeled toward maximized productivity for both shareholders and stakeholders. A permaculture investment portfolio has a multiplicative value effect.

Profit serves as a metric of efficiency and effectiveness, indicating that a company is utilizing its resources responsibly and creating value for all its stakeholders while minimizing its negative impact.

Good companies have a good impact on all of its stakeholders. Everyone that the company interacts with should experience a value-add of some kind. And every environment in which the company operates should experience a value-add of some kind. And if done right, this will also drive up profits for the company.

All stakeholders should benefit from the capital we allocate in our portfolio, on a net value add basis.

Corporate Social Responsibility is a company’s commitment to its stakeholders — to conduct business in an economically, socially and environmentally sustainable manner. At scale, and with mass buy-in, society at whole is the beneficiary of Multiplicative Value Effects.

As stakeholders run for the exits, market value is destroyed, and with it the flexibility to make strategic decisions.

Ensure that value is created for all stakeholders – customers, employees, partners, society, and investors – simultaneously

Getting ahead of the next curve requires courage and communication: Courage to determine the next bold move, and communication to keep the troops committed to the value of moving forward. Rallying stakeholders to move together in a common course of action is all part of the innovation and survival process. Leaders at every level in an organization need to be skillful at creating resonance if that organization is to control its own destiny.

Economics may not fundamentally be about value creation in real business. At its best it may be an idealized and abstract view of markets built around the goals of prediction, not around the way that actual business works. It is clearly useful for many purposes, but perhaps not for solving the problems of understanding business in the twenty-first century.

Data Ambassador Job Description The Data Ambassador will serve as a liaison between all business stakeholders, end-users and technical resources to protect and promote data assets. This highly influential role will interact with all levels of the organization, guide the development of data assets, and ensure usage of data assets to drive a positive value proposition.

the owner should consider the business to be a prototype for a large number of franchises that will be added at a later stage. By adopting that mindset, the business owner will not only participate in the business as a technician but will also act as a manager (putting systems in place and controls) and as an entrepreneur (having a vision of how the business can create sustainable added-value for all key stakeholders).

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

While directly serving their customers, companies should indirectly serve the interests of society by taking responsibility for the holistic impact of their activities. Its simply a more broad view of value creation. This is what ESG is all about. With this perspective, the goal is still Profit — Profit for all stakeholders, to varying degrees and in varying capacities of course. This holistic view of profit produces what I call Multiplicative Value Effects, or, win-win scenarios as opposed to win-lose scenarios where the prerequisite of a companies win is a loss for societal 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.

Danny Meyer of Union Square Hospitality Group talked about businesses having soul. He believed soul was what made a business great, or even worth doing at all. “A business without soul is not something I’m interested in working at,” he said. He suggested that the soul of a business grew out of the relationships a company developed as it went along. “Soul can’t exist unless you have active, meaningful dialogue with stakeholders: employees, customers, the community, suppliers, and investors. When you launch a business, your job as the entrepreneur is to say, ‘Here’s a value proposition that I believe in. Here’s where I’m coming from. This is my point of view.’ At first, it’s a monologue. Gradually it becomes a dialogue and then a real conversation.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

Since Modi's Mumbai sign-off, much commentary has been focused on the brand-dilution potential inherent in its scandals. MS Dhoni doesn't think we should worry: 'IPL as a brand can survive on its own.' Shilpa Shetty, 'brand ambassador' of the Rajasthan Royals, tweets that we should: 'Custodians of Cricket must not hamper d Brandvalue of this viable sport.' Hampering d Brandvalue, insists new IPL boss Chirayu Amin, is the furthest thing from his mind: 'IPL's brand image is strong and nobody can touch that.' Harsha Bhogle, however, frets for the nation: 'Within the cricket world, Brand India will take a hit.' Not much more than a week after Modi's first tell-all tweets, the media was anxiously consulting Brand Finance's managing director, Unni Krishnan. Had there been any brand dilution yet? It was, said the soothsayer gravely, 'too early to say'. He could, however, confirm the following: 'The wealth that can be created by the brand is going to be substantially significant for many stakeholders. A conducive ecosystem has to be created to move the brand to the next level… We have to build the requisite bandwidth to monetise these opportunities.' Er, yeah… what he said. Anyway, placing a value on the IPL brand has clearly been quite beneficial to Brand Finance's brand.

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.

Soul can’t exist unless you have active, meaningful dialogue with stakeholders: employees, customers, the community, suppliers, and investors. When you launch a business, your job as the entrepreneur is to say, ‘Here’s a value proposition that I believe in. Here’s where I’m coming from. This is my point of view.’ At first, it’s a monologue. Gradually it becomes a dialogue and then a real conversation. Like breaking in a baseball glove. You can’t will a baseball glove to be broken in; you have to use it. Well, you have to use a new business, too. You have to break it in. If you move on to the next thing too quickly, it will never develop its soul. Look what happens when a new restaurant opens. Everyone rushes in to see it, and it’s invariably awkward because it hasn’t yet developed soul. That takes time to emerge, and you have to work at it constantly.

CSR is the way in which business consistently creates shared value in society through economic development, good governance, stakeholder responsiveness and environmental improvement. Put another way, CSR is an integrated, systemic approach by business that builds, rather than erodes or destroys, economic, social, human and natural capital.

Ask residents of Manhattan what functions the city provides for them, and they will give you an impressive list. Do this for all the various stakeholders in the city, and you will have a pretty good set of requirements for Manhattan. This would be a useful exercise for city planners or for anyone considering starting a business in the city. In summary, then, the fact that not all systems are requirements-driven does not diminish the value of analyzing requirements. Whether we carry out the analysis before or after the system exists, it still has great benefits.

Wicked problems are challenging social problems that are ill-formulated and may involve many decision-makers with conflicting values.3,4 Wicked problems are places or areas where multiple factors in Box 3.2 are relevant. They are difficult to define, often unique, and have little to indicate a solution. As a leading researcher and police executive noted: “Wicked problems seldom have simple causes and usually sit across, and between different organizations or stakeholders to the point where not only is the cause and solution frequently disputed, but each apparent ‘solution’ often generates a further problem.

What Is Personal Branding?  Personal branding is the process of identifying the unique and differentiating value that you can bring to an organization, team, and/or project and communicating it in a professionally memorable and consistent manner in all of your actions and outputs, both online and offline, to all current and prospective stakeholders in your career.

Whenever land is bought and sold, three stakeholders automatically vie for a cut from the revenue that can be had from land: the community, the property owner, and the institutions that finance property ownership. With land-use rights, the revenue from land value increases is primarily recycled back to the community rather than captured by banks and property owners.

We get stuck and defined by setbacks, disappointments, and failures, so instead of spending resources on clean-up to ensure that consumers, stakeholders, or internal processes are made whole, we are spending too much time and energy reassuring team members who are questioning their contribution and value.

stakeholders still clung to their original ideas.

your business growth includes the process of identifying different functions in terms of a variety of business trends, lifecycle and creation of value for different stakeholders.

Roy was a pie-grower: he had the pie-growing mentality. This mentality views the pie as expandable. It aspires to grow the pie – to create value for society – because doing so benefits both investors and stakeholders alike. Profits are no longer the end goal, but instead arise as a by-product of creating value,

what already exists, but through growing the pie. Under Pieconomics, a leader constantly asks herself whether she’s increasing profits through creating value or redistributing it from stakeholders

Pieconomics most definitely sees investors as important. But an enterprise serves them not by giving them a larger slice of what already exists, but through growing the pie. Under Pieconomics, a leader constantly asks herself whether she’s increasing profits through creating value or redistributing it from stakeholders

This positive view of profits suggests that we should rethink the concept of ‘stakeholder capitalism’. It’s become an extremely popular term, yet has no official definition24 in any dictionary or Wikipedia. It’s commonly interpreted as giving stakeholders equal priority to shareholders so that they get more of the pie at the expense of profits – akin to ‘anti-shareholder capitalism’. But again that’s based on the pie-splitting mentality. A responsible business absolutely needs to ensure that value is fairly shared, but it’s even more important to create value in the first place.

Product management is a career, not just a role you play on a team. The product manager deeply understands both the business and the customer to identify the right opportunities to produce value. They are responsible for synthesizing multiple pieces of data, including user analytics, customer feedback, market research, and stakeholder opinions, and then determining in which direction the team should move. They keep the team focused on the why — why are we building this product, and what outcome will it produce?

Facebook, on the other hand, meets regularly with NGOs and other stakeholders, but remains mum about which ones. The company’s policy team is also deeply susceptible to government pressure, and, according to more than a half-dozen individuals that I spoke to, it will often speak openly about it to NGOs when meeting about specific policies.

The pie represents the value an enterprise creates for society. Society includes not only investors, but also colleagues, customers, suppliers, the environment, the government and communities. If companies consider only investors and ignore stakeholders, they’ll lose their social licence to operate – as they may already be doing.

Pieconomics seeks to create profits only through creating value for society. Doing so may generate more profits than pursuing profits directly, and more value for stakeholders than sacrificing profits would.

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 key to bringing stakeholders along is to show your work. You want to summarize what you are learning in a way that is easy

Your tree should visually show what solutions you are considering and what tests you are running to evaluate those solutions. Instead of communicating your conclusions (e.g., “We should build these solutions”), you are showing the thinking and learning that got you there. This allows your stakeholders to truly evaluate your work and to weigh in with information you may not have.

where a = accumulated future value, p = principal or present value, r = rate of return in percentage terms, and n = number of compounding periods. All too often, management teams focus on the r variable in this equation. They seek instant gratification, with high profit margins and high growth in reported earnings per share (EPS) in the near term, as opposed to initiatives that would lead to a much more valuable business many years down the line. This causes many management teams to pass on investments that would create long-term value but would cause “accounting numbers” to look bad in the short term. Pressure from analysts can inadvertently incentivize companies to make as much money as possible off their present customers to report good quarterly numbers, instead of offering a fair price that creates enduring goodwill and a long-term win–win relationship for all stakeholders. The businesses that buy commodities and sell brands and have strong pricing power (typically depicted by high gross margins) should always remember that possessing pricing power is like having access to a large amount of credit. You may have it in abundance, but you must use it sparingly. Having pricing power doesn’t mean you exercise it right away. Consumer surplus is a great strategy, especially for subscription-based business models in which management should primarily focus on habit formation and making renewals a no-brainer. Most businesses fail to appreciate this delicate trade-off between high short-term profitability and the longevity accorded to the business through disciplined pricing and offering great customer value. The few businesses that do understand this trade-off always display “pain today, gain tomorrow” thinking in their daily decisions.

Five core principles that center on responsibility will take company performance to a new level. They help corporate leaders expand their horizons, rethink their jobs, and reshape the role of their business in society. These attributes, fully embraced, separate the net positive companies from the merely well-run and well-meaning businesses: - Ownership of all impacts ans consequences, intended or not - Operating for the long-term benefit of business and society - Creating positive returns for all stakeholders - Driving shareholder values as a result, not a goal - Partnering to drive systemic change

Other narratives in the same constellation with the Laffer curve sprang up around the same time. The terms leveraged buyouts and corporate raiders also went viral in the 1980s, often in admiring stories about companies that responded well to true incentives and that produced high profits as a result. One marker for such stories is the phrase maximize shareholder value, which, according to ProQuest News & Newspapers and Google Ngrams, was not used until the 1970s and whose usage grew steadily until the twenty-first century. The phrase maximize shareholder value puts a nice spin on questionable corporate raider practices, such as saddling the company with extreme levels of debt and ignoring implicit contracts with employees and stakeholders. Maximize suggests intelligence, science, calculus. Shareholder reminds the listener that there are people whose money started the whole enterprise, and who may sometimes be forgotten. Value sounds better, more idealistic, than wealth or profit. Use of the three words together as a phrase is an invention of the 1980s, used to tell stories of corporate raiders and their success. The term maximize shareholder value is a contagious justification for aggressiveness and the pursuit of wealth, and the narratives that exploited the term are most certainly economically significant.

The following fundamental principles are core to this standard: Strive to achieve excellence in strategic execution; Enhance transparency, responsibility, accountability, sustainability, and fairness; Balance portfolio value against overall risks; Ensure that investments in portfolio components are aligned with the organization's strategy; Obtain and maintain the sponsorship and engagement of senior management and key stakeholders; Exercise active and decisive leadership for the optimization of resource utilization; Foster a culture that embraces change and risk; and Navigate complexity to enable successful outcomes.

Climate change is the biggest threat facing the world. And Erick Miller has a big idea to tackle it. Miller, a frenetic L.A.-based entrepreneur and venture investor, has worked in Hollywood, invested in early dot-coms, and had a vital role in developing Snapchat’s highly popular spectacles. Now he wants to “tokenize the world” through his investment fund CoinCircle. As part of that, he and his partners have come up with a term they call “crypto-impact-economics.” Out of this concept, Miller and a team that includes UCLA finance professor Bhagwan Chowdhry and World Economic Forum oceans conservationist Gregory Stone came up with two special value tokens: the Ocean Health Coin and the Climate Coin. Those tokens would be issued to key stakeholders in the global climate problem, a mix of companies, governments, consumers, NGOs, and charities, who could use them to pay for a range of functions having to do with managing carbon credits and achieving emission and pollution reductions. The idea includes a reserve of tokens controlled by the World Economic Forum to manage the value of the global float of coins. The meat of the proposal involves a plan to irrevocably destroy some of the coins in reserve whenever international scientific bodies confirm that improvements in pollution and carbon emission targets have occurred. That act of destroying tokens, through a cryptographic function, will increase the surviving tokens’ scarcity and thus their value. The point: holders are motivated to act in the interests of improving the planet now, not tomorrow.

Creating compelling vision and mission statements requires a deep understanding of the school's ethos, values, and strengths, obtained through thorough stakeholder consultation and reflection.

An often-overlooked aspect of crafting vision and mission statements is understanding the school's unique identity, which requires extensive stakeholder engagement to capture diverse perspectives and values.

In a crowded educational landscape, branding serves as a beacon, guiding stakeholders towards a school that resonates with their values, aspirations, and educational needs.

The myth that profit maximization is the sole purpose of business has done enormous damage to the reputation of capitalism and the legitimacy of business in society. We need to recapture the narrative and restore it to its true essence: that the purpose of business is to improve our lives and to create value for stakeholders.

The property owner, contractors, subcontractors, investors, the lender, project stakeholders, the architect, as well as project managers are each individually able to stay updated on the progress of the home-build through the Schedule of Values. Inasmuchas the Schedule of Values relates to billable work performed - and to tasks completed - during each draw period in the project. As each phase of the home build is completed - i.e.: as one draw period progresses to the next draw period - the project's Schedule of Values is updated. The updating of the S.O.V. in subsequent draw periods is directly relatable to forthcoming draw requests. For each new draw request, line items in the Schedule of Values - as per project progression in each draw period - are revised.

Supercapitalism has triumphed as power has shifted to consumers and investors. They now have more choice than ever before, and can switch ever more easily to better deals. And competition among companies to lure and keep them continues to intensify. This means better and cheaper products, and higher returns. Yet as supercapitalism has triumphed, its negative social consequences have also loomed larger. These include widening inequality as most gains from economic growth go to the very top, reduced job security, instability of or loss of community, environmental degradation, violations of human rights abroad, and a plethora of products and services pandering to our basest desires. These consequences are larger in the United States than in other advanced economies because America has moved deeper into supercapitalism. Other economies, following closely behind, have begun to experience many of the same things. Democracy is the appropriate vehicle for responding to such social consequences. That’s where citizen values are supposed to be expressed, where choices are supposed to be made between what we want for ourselves as consumers and investors, and what we want to achieve together. But the same competition that has fueled supercapitalism has spilled over into the political process. Large companies have hired platoons of lobbyists, lawyers, experts, and public relations specialists, and devoted more and more money to electoral campaigns. The result has been to drown out voices and values of citizens. As all of this has transpired, the old institutions through which citizen values had been expressed in the Not Quite Golden Age—industry-wide labor unions, local citizen-based groups, “corporate statesmen” responding to all stakeholders, and regulatory agencies—have been largely blown away by the gusts of supercapitalism. Instead of guarding democracy against the disturbing side effects of supercapitalism, many reformers have set their sights on changing the behavior of particular companies—extolling them for being socially virtuous or attacking them for being socially irresponsible. The result has been some marginal changes in corporate behavior. But the larger consequence has been to divert the public’s attention from fixing democracy. 1

The call to leadership excellence means you must now be awake to the reality that you are no longer your own, you are a blessing to society. In business, this will also mean value given to shareholders, customers, employees as well as society. This will take you, your family and your corporate base to appreciate that your leadership role and influence demands that they share you with other causes and stakeholders. As an effective person, you must be able to balance the demands on you and create the additional time that leadership at a higher level requires.

Driving stakeholder value is a process, not an event. It requires organizations to make both a mind-set shift and a practice shift, in which everything from preparing to learning to innovating is continuous, engaged activity rather than simply moments in time.

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 ★

To boost reps’ ability to approach various customer stakeholders in a language they were more likely to understand, Solae’s first step was to document for the rep what these various customer stakeholders cared about in the first place. To do that they went beyond general demographic information, providing their reps with a set of cards explaining what each stakeholder was trying to accomplish as a business leader. In sum, each explains a stakeholders’ functional bias: their personal value drivers and their economic context.

The myth that profit maximization is the sole purpose of business has done enormous damage to the reputation of capitalism and the legitimacy of business in society. We need to recapture the narrative and restore it to its true essence: that the purpose of business is to improve our lives and to create value for stakeholders.

Our belief is that if a company does an outstanding job caring for its team members, creating value for them, and respecting them as key stakeholders, it can successfully avoid unionization.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

A mechanistic rather than a living organism metaphor A high-performing team is a concept that grew out of 20th-century mechanistic linear thinking. High performance was a term used for manufacturing machinery, or cars that could accelerate fast from standstill to 60 mph. It was about achieving greater productivity and efficiency out of a fixed system, so that it creates more, faster and cheaper. High performance is unconcerned about whether what is produced is of beneficial value. It is focused on efficiency rather than creating benefit for all stakeholders. Sub-optimization Some teams I have worked with over the years have been motivated to be the ‘best team on the block’, the standout region in their company.

Today I would first ask the team: ‘Who is the team in service of?’; ‘What do your stakeholders currently value receiving from you and what will the stakeholders need different from you in the future?’ In reviewing the coaching so far accomplished, I will then ask: ‘If your stakeholders had been sitting in on our work together, what would they value about the work we have done and what would their challenge be to us?

At the organizational level, this value can take the form of acquiring the capacity to sustain ongoing evaluative inquiry. This outcome is more likely when participants experience evaluation as a meaningful and productive way to enhance patterns of work and communication. Participatory, collaborative, appreciative, and empowering mechanisms are often at the heart of evaluations where process use is a high priority. These mechanisms can promote stakeholder ownership of the evaluation processes and products and thus enhance process use, as well as use of evaluation findings. For some organizations, evaluation capacity building means that evaluation stakeholders learn how to work effectively with external evaluators. This organizational learning further facilitates the contributions that external evaluation processes and findings can make to the organization’s growth and productivity.

The profit-first, profit-only view of business under the Reagan Revolution raised new concerns about the social obligations of corporations beyond shareholders to constituencies like employees, creditors, customers, and local communities. This was motivated in part by the fact that despite significant stock market increases and income growth for the wealthy, many working-class Americans were left behind in the economic growth.

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.

Most people do not listen with the intent to understand; they listen with the intent to reply

PART 2: MAKE TIME FOR TRACTION •​Chapter 9: Turn your values into time. Timebox your day by creating a schedule template. •​Chapter 10: Schedule time for yourself. Plan the inputs and the outcome will follow. •​Chapter 11: Schedule time for important relationships. Include household responsibilities as well as time for people you love. Put regular time on your schedule for friends. •​Chapter 12: Sync your schedule with stakeholders.

A company thus serves not only investors, but also colleagues, customers, suppliers, the environment, communities and the government. Together, these other parties are known as an enterprise’s stakeholders who, collectively, enjoy value. Members refer to either investors or stakeholders, and citizens are the people who live in society.

Announcements of collaboration create a mirage of progress, without necessarily furthering the resolution of underlying issues,” wrote scholar Evelyn Douek in a 2020 piece critiquing what she’s dubbed “content cartels,” or multi-stakeholder partnerships involving more than one company and, typically, state partners.

The first value of software is its behavior. Programmers are hired to make machines behave in a way that makes or saves money for the stakeholders. We do this by helping the stakeholders develop a functional specification, or requirements document. Then we write the code that causes the stakeholder’s machines to satisfy those requirements.

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.

Every software system provides two different values to the stakeholders: behavior and structure. Software developers are responsible for ensuring that both those values remain high. Unfortunately, they often focus on one to the exclusion of the other.

In the absence of social goods, ‘profit-first’ economic growth has fed a crony capitalism that serves not the common good but speculators in the ‘liquid economy.’ Collateral banking systems, offshore sites providing fiscal havens for corporate tax avoidance, extracting value from companies to boost the earnings of shareholders at the expense of stakeholders, the smoke-and-mirrors world of derivatives and credit default swaps-all these suck capital from the real economy and undermine a healthy market, creating historically unprecedented levels of inequality. There is a major disjuncture between the awareness of social rights on the one hand and the distribution of actual opportunities on the other. The stupendous rise in inequality of recent decades is not a stage of growth but a brake on it, and the root of many social ills in the twenty-first century. Barely more than one percent of the world’s population owns half of its wealth. A market detached from morality, dazzled by its own complex engineering, which privileges profit and competition above all else, means not just spectacular wealth for a few but also poverty and deprivation for many. Millions are robbed of hope.

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.

In my work I’ve noticed that senior executives of companies are among the worst at accepting the reality of trade-offs. I recently spent some time with the CEO of a company in Silicon Valley valued at $40 billion. He shared with me the value statement of his organization, which he had just crafted, and which he planned to announce to the whole company. But when he shared it I cringed: “We value passion, innovation, execution, and leadership.” One of several problems with the list is, Who doesn’t value these things? Another problem is that this tells employees nothing about what the company values most. It says nothing about what choices employees should be making when these values are at odds. This is similarly true when companies claim that their mission is to serve all stakeholders—clients, employees, shareholders—equally. To say they value equally everyone they interact with leaves management with no clear guidance on what to do when faced with trade-offs between the people they serve.

Investors, labor, management, suppliers—they all need to cooperate to create value for customers. If they do, the joint value created is divided fairly among the creators of the value through competitive market processes based approximately on the overall contribution each stakeholder makes.

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.

When you are considering where you may have a differentiated advantage, what ultimately drives your thinking should be cross-sectoral opportunities. In narrowing down your options in search of the strongest ecosystem-based proposition, you will naturally gravitate toward those propositions that create value by crossing sector borders to cooperatively fulfill customer needs. We believe that building an ecosystem backbone will create a protective moat around your propositions and help you to deliver value for all the key stakeholders involved.

The key to bringing stakeholders along is to show your work. You want to summarize what you are learning in a way that is easy to understand, that highlights your key decision points and the options that you considered, and creates space for them to give constructive feedback. A well-constructed opportunity solution tree does exactly this. When sharing your discovery work with stakeholders, you can use your tree to first remind them of your desired outcome. Next, you can share what you’ve learned about your customer, by walking them through the opportunity space. The tree structure makes it easy to communicate the big picture while also diving into the details when needed. Your tree should visually show what solutions you are considering and what tests you are running to evaluate those solutions. Instead of communicating your conclusions (e.g., “We should build these solutions”), you are showing the thinking and learning that got you there. This allows your stakeholders to truly evaluate your work and to weigh in with information you may not have.

While marketing strategies drive short-term results, branding strategies cultivate long-term loyalty, turning students, staff, parents and other stakeholders into loyal ambassadors who champion the school's mission and values

Processes are defined as a set of coordinated activities combining and implementing resources and capabilities to produce an outcome that, directly or indirectly, creates value for an external customer or stakeholder.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

In this way, you can run a large company and think big but operate small. They’re not necessarily at odds. Big means more offerings, scalability, sustainability, and maximizing value for all your stakeholders. Small means you’re building relationships in your communities, giving customers one-to-one service, and tailoring your offerings to local needs.

Not only does this dance entail significant customer commitment across a wide range of different stakeholders, conference calls, and presentations, but from the customer’s point of view, most of this effort comes early, before they see any value. Really, it’s an act of faith on their part that they’re going to get anything in return for all of their trouble. This has led to something we call “solutions fatigue.

The value of business architecture is to provide an abstract representation of an enterprise and the business ecosystem in which it operates. By doing so, business architecture delivers value as an effective communication and analytical framework for translating strategy into actionable initiatives. The framework also enhances the enterprise’s capacity to enact transformational change, navigate complexity, reduce risk, make more informed decisions, align diverse stakeholders to a shared vision of the future, and leverage technology more effectively

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)

Over the past thirty years the orthodox view that the maximisation of shareholder value would lead to the strongest economic performance has come to dominate business theory and practice, in the US and UK in particular.42 But for most of capitalism’s history, and in many other countries, firms have not been organised primarily as vehicles for the short-term profit maximisation of footloose shareholders and the remuneration of their senior executives. Companies in Germany, Scandinavia and Japan, for example, are structured both in company law and corporate culture as institutions accountable to a wider set of stakeholders, including their employees, with long-term production and profitability their primary mission. They are equally capitalist, but their behaviour is different. Firms with this kind of model typically invest more in innovation than their counterparts focused on short-term shareholder value maximisation; their executives are paid smaller multiples of their average employees’ salaries; they tend to retain for investment a greater share of earnings relative to the payment of dividends; and their shares are held on average for longer by their owners. And the evidence suggests that while their short-term profitability may (in some cases) be lower, over the long term they tend to generate stronger growth.43 For public policy, this makes attention to corporate ownership, governance and managerial incentive structures a crucial field for the improvement of economic performance. In short, markets are not idealised abstractions, but concrete and differentiated outcomes arising from different circumstances.

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.

Chapter Summary The Fourth Industrial Revolution is a new chapter in human development, driven by the increasing availability and interaction of a set of extraordinary technologies, building on three previous technological revolutions. This revolution is only in its early stages, which provides humankind with the opportunity and responsibility to shape not just the design of new technologies, but also more agile forms of governance and positive values that will fundamentally change how we live, work and relate to one another. Emerging technologies could provide tremendous benefits to industry and society, but experience from previous industrial revolutions reminds us that to fully realize them, the world must meet three pressing challenges. To attain a prosperous future, we must: Ensure that the benefits of the Fourth Industrial Revolution are distributed fairly Manage the externalities of the Fourth Industrial Revolution in terms of the risks and harm that it causes Ensure that the Fourth Industrial Revolution is human-led and human-centred As leaders grapple with the uncertainty brought about by rapid technological change, adaptation does not require predicting the future. Far more critical is developing a mindset that considers system-level effects, the impact on individuals, which remains future oriented and is aligned with common values across diverse stakeholder groups. So, for the future, the four important principles to keep in mind when thinking about how technologies can create impact are: Systems, not technologies Empowering, not determining By design, not by default Values as a feature, not a bug The regulation, norms and structures for a range of powerful emerging technologies are being developed and implemented today around the world. The time for action is therefore now, and it is up to all citizens to work together to shape the Fourth Industrial Revolution.

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.

The decision process in large public or private organizations is often driven by strategic goals or value of investments to its stakeholders while making the organization stronger and sustainable.

Inasmuch as your organization subscribes to the notion that there are many stakeholders beyond the shareholders, the culture of the company and the personality of the brand depend on the daily interactions. This means how your stakeholders relate and interact together, and how, ultimately, the brand is perceived. Does your brand have a clear set of values that can each be described with specific behaviours?

Sequencing and Pacing Is the work sequenced and synchronized properly? Are processes being performed too early or too late in the value stream? Are key stakeholders being engaged at the proper time? Can processes be performed concurrently (in parallel)? Would staggered starts improve flow? How can we balance the workload to achieve greater flow (via combining or dividing processes)? Do we need to consider segmenting the work by work type to achieve greater flow (with rotating but designated resources for defined periods of time)?

Hopefully, by this point in the book, you’re on board with the importance of Commercial Insight to any Mobilizer engagement effort. It’s central as well to the process of qualifying Mobilizers. The first step in this exercise is to lead with a thought-provoking insight and gauge the customer’s reaction to it. Remember, Commercial Insight is the Mobilizer dog whistle—only they can hear it and only they will understand the potential it holds for their organizations. This is what you’re looking for right off the bat—engagement around the insight you’ve just put on the table. You’ve approached the customer with an insight or set of insights that teaches them something new and changes the way they think about their business. Done well, this is a provocative insight—provocative because it challenges the customer’s current worldview, the mental model they have about how things are supposed to work. It’s not unlike what you might see in one of those detective shows. The detectives have the suspect in the interrogation room . . . warming him up with some softball questions and then . . . BOOM!—they drop a critical piece of information on the suspect just to gauge his reaction. Just like a master detective, that’s what we’re looking for. We want to gauge our stakeholder’s reaction to our Commercial Insight. If you approach the customer with valuable insight, how do they react? Do they tune you out, or do they stay engaged? Someone who doesn’t even engage with the content of your teaching is almost certainly unlikely to drive change around that idea across the customer organization. If they don’t engage at all, or simply accept the insight at face value, chances are pretty good you’re dealing with either a Blocker (we’ll talk more about how to handle Blockers later in the book), who’s likely against the idea, or a Friend or a Guide, who is never going to dig deep enough to forge consensus around the idea.

The Business Roundtable is a powerful and conservative representative of big business that since 1997 has reinforced the idea that ‘corporations exist principally to serve shareholders’ – in other words, that business exists to make money. The 2019 statement upended that principle, suggesting that businesses have responsibilities not just to shareholders but to customers, employees, suppliers and communities. ‘Each of our stakeholders is essential,’ the statement read. ‘We commit to deliver value to all of them, for the future success of our companies, our communities and our country.

Conscious businesses believe that creating value for all their stakeholders is intrinsic to the success of their business, and they consider both communities and the environment to be important stakeholders. Creating value for these stakeholders is thus an organic part of the business philosophy and operating model of a conscious business.