Stakeholders Quotes

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

A vision needs to show the future goals of your company and these goals need to be beneficial for all including your employees, customers, stakeholders, and most importantly, the environment.

Clear and consistent reporting fosters transparency, both internally and externally. This promotes open communication among stakeholders and builds trust.

Identifying key stakeholders is crucial for any company because it allows them to understand who is impacted by their decisions and how.

Investors, creditors, and regulatory bodies rely on financial statements to make informed decisions. When internal metrics align with recognized standards, it enhances the credibility of your financial reports, fostering trust among these stakeholders.

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

One compelling argument for ethical governance is that it promotes trust. Trust is the bedrock of any healthy relationship, including those between a company and its stakeholders.

By prioritizing a holistic approach to diversity, companies can create a boardroom that truly reflects the multifaceted nature of their stakeholders and maximizes their potential for success.

Shaping the company's future requires actively engaging with shareholders and other stakeholders to build trust and understanding.

Trust is the bedrock of any healthy relationship, including those between a company and its stakeholders. Trust is what keeps our economy going because without trust, people don’t transact.

Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders

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

Ethical governance ensures that companies consider the impact of their actions on all m stakeholders, including vulnerable and marginalized groups.

To achieve alignment by stakeholders across time horizons, long-term thinking needs to prevail in a world of endemic short-termism.

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.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

Compassionate leaders know their stakeholders and address their concerns, their hopes, dreams and fears.

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 your business prioritizes the wellbeing of all of its stakeholders, then all of those stakeholders gain respect for the business and your business can utilize that respect as a sort of currency and a means to accomplish business objectives.

Putting coalitions in place that consist of various stakeholders is often times crucial to a successful change management implementation.

A successful organization relies on the collaborative efforts of its employees, board members, and stakeholders.

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

Employees aren't inanimate objects that can just be moved around like bricks. They're people with emotions and goals and comittments and more. They should be treated like stakeholders, because they are.

Stakeholder trust enhances a company's resilience in the face of challenges. When faced with crises or setbacks, companies with high levels of stakeholder trust are better equipped to navigate these turbulent waters.

By prioritizing ethical considerations in decision-making, companies can enhance their financial performance, strengthen their reputation, build trust with stakeholders, and cultivate a thriving organizational culture.

When stakeholders see that the board possesses relevant expertise, it instills confidence in their ability to make sound decisions and protect shareholder interests.

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

CSIPP™ stresses the importance of data in informing risk assessments and crisis response strategies. By utilizing data effectively, organizations can make informed decisions that protect their reputation and stakeholder trust.

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.

The Christian life makes no room for independent agents, onlookers, renters. We who are washed in the blood of Christ are stakeholders.

To get leaders to become stakeholders in ministry and to understand the DNA of your church, you must invest in them, equip them, and raise the bar of accountability.

When you're running a public company, you're held accountable to a multitude of stakeholders all of whom require explanation for your performance.

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.

Corporate governance involves its fair share of visible stakeholders, but considering the impact on invisible stakeholders like future generations is crucial for long-term sustainability.

Don’t start any sentence with “From a design perspective...” because that’s usually just another way of saying “from my perspective.” Remember, we don’t care about your perspective; we care about the user’s perspective.

Trying to change company culture or to get a team to go along with a tough reorganization? Rather than taking a predetermined plan and pushing it on people, catalysts do the opposite. They start by asking questions. Visiting with stakeholders, getting their perspectives, and engaging them in the planning process.

Negotiation is a fundamental skill for board members. Whether it's negotiating with management over strategic direction, with investors over funding terms, or with stakeholders over environmental impact, the ability to negotiate effectively is essential for achieving the best possible outcomes for all parties involved.

Eric, you need to look at the whole picture," the PM said. "You look at the jobless as a huge pile of scrap and you're looking for what can be recycled. That's good. That's your job. But what you don't realise is that this pile of scrap itself serves a purpose. I need my zeros, Eric. They put fear in people; fear of crime and terrorism. They are a stark reminder to the stakeholders that what they despise today, they may end up joining tomorrow. It keeps them obedient. Remember that!

We aren’t doing user experience design if we haven’t actually seen a user experience it.

See the system. When you find yourself stuck in an oversimplified polarized conflict, a useful first step is to try to become more aware of the system as a whole: to provide more context to your understanding of the terrain in which the stakeholders are embedded, whether they are disputants, mediators, negotiators, lawyers, or other third parties. This can help you to see the forest and the trees; it is a critical step toward regaining some sense of accuracy, agency, possibility, and control in the situation.

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

All stakeholders should benefit from the capital we allocate in our portfolio.

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

In a free enterprise, the community is not just another stakeholder in business, but is in fact the very purpose of its existence.

Ethical decision-making considers the impact on all stakeholders, not just shareholders.

The ability to establish, grow, extend, and restore trust with all stakeholders—customers, business partners, investors, and coworkers—is the key leadership competency of the new global economy.

That’s where we find ourselves today. In a meeting with people who have no idea how to do our jobs, yet consistently find it their place to tell us how to do it. It’s enough to drive any designer insane.

The Future of work is all about CREAM. More Consciousness, Relationships, Empathy, AdaptAgility, and Meaning. We must be building a more human-centered context for stakeholders, as opposed to JUST MORE profits for shareholders".

It motivates us to care so much about the challenges of another person that we’re driven to action. Empathy is the ultimate form of understanding.

designers come up with definitions that sound like something straight out of a Jonathan Ive memoir. I

Momentum in engaging with stakeholders arises from nothing more than the expected and the surprising, yet combining them form more ways than can ever be known. Each brings on the other, like an infinite cycle. Who can exhaust all possibilities?

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.

My appreciation of the power of hospitality and my desire to harness it have been the greatest contributors to whatever success my restaurants and businesses have had. I’ve learned how crucially important it is to put hospitality to work, first for the people who work for me and subsequently for all the other people and stakeholders who are in any way affected by our business—in descending order, our guests, community, suppliers, and investors. I call this way of setting priorities “enlightened hospitality.” It stands some more traditional business approaches on their head, but it’s the foundation of every business decision and every success we’ve had.

Potential stakeholders usually rely upon governance elements prior to investing their time, talent, and/or money.

a wicked problem: 1. Is multi-dimensional 2. Has multiple stakeholders 3. Has multiple causes 4. Has multiple symptoms 5. Has multiple solutions, and 6. Is constantly evolving

Be generous to all your stakeholders. You can achieve success and wealth together. Apple’s

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

The ultimate test of agility is whether you can keep all your stakeholders happy.

Stakeholders have varying levels of responsibility and authority when participating on a project. This level can change over the course of the project's life cycle. Their involvement may

Creating positive returns for stakeholders does not mean satisfying all of them at the same time, or focusing equal attention and resources on each. You can't prioritize everyone at once.

With the crush of work from managing internal stakeholders and the ongoing development process, one of the biggest challenges for product managers can be finding the time to escape to speak to the market regularly.

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.

It does not matter whether your company does have a good logo or bad logo. What matters most is the way you position your company before your stakeholders. The more you see a logo, the more you like it and you talk about it

Companies should maintain accurate and timely financial records because it serves as the foundation for informed decision-making, ensures compliance with regulatory requirements, and enhances transparency, ultimately bolstering trust among stakeholders and facilitating long-term financial stability and growth. Without good records, businesses may risk financial mismanagement and uncertainty, hindering their ability to thrive in a competitive market.

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Never go into user research to prove a point, and never create goals that seek to justify a position or reinforce a perspective. The process should aim to uncover what people really want and how they really are, not whether an opinion (whether yours or a stakeholder’s) is correct

Much like a house mortgaged to a bank today, mortgaged slaves were security for those who put up the money for the mortgage, to whom the slaves were “conveyed.” A mortgage financier might be a merchant, a church with an investment portfolio, a college, a bank, or, commonly, a wealthy individual with a large slavehold. A slave put up for sale had to be warranted not only of “good character” (not criminal-minded or rebellious) but “free of all incumbrance” (not already mortgaged).14 Slaveowners had physical possession of, and legal title to, the enslaved, but to speak only of the slaveowners is to underestimate how broad was the stakeholding.

The emotional transformation of engineering education isn’t magical thinking. Nor is it a vague abstraction or a series of touchy-feely practices. It is based on a philosophy of education that is grounded in the real world and in the lives of the students we serve. It’s available to everyone. It isn’t expensive. It can’t be accomplished in the old paradigm under the old assumptions about how education change happens, but in the right atmosphere, the change flows organically from the students themselves. That atmosphere requires systematic language change, culture change, and personal change by students, faculty, and all the stakeholders in education.

our biological evolution has not kept pace with our cultural evolution.

the Purpose of a company should automatically come down to balancing the demands of stakeholders or constituencies. In real life, this is already the way companies are managed. Corporate directors have to balance demands in the short run—from customers, workers, shareholders, community and so on—or they will find themselves out of business or in jail. Companies

Reorganizations represent opportunity to those who are unhappy with the state of the current organization. As mentioned above, the moment stakeholders hear that there is a reorg brewing, they start working the grapevine to steer the course of the reorg in their favor. When you combine this fact with people’s love of gossip, you’re guaranteed a big, juicy, drawn-out reorganization.

The cultural Left has contributed to the formation of this politically useless unconscious not only by adopting “power” as the name of an invisible, ubiquitous, and malevolent presence, but by adopting ideals which nobody is yet able to imagine being actualized. Among these ideals are participatory democracy and the end of capitalism. Power will pass to the people, the Sixties Left believed only when decisions are made by all those who may be affected by the results. This means, for example, that economic decisions will be made by stakeholders rather than by shareholders, and that entrepreneurship and markets will cease to play their present role. When they do, capitalism as we know it will have ended, and something new will have taken its place. […] Sixties leftists skipped lightly over all the questions which had been raised by the experience of non market economies in the so-called socialist countries. They seemed to be suggesting that once we were rid of both bureaucrats and entrepreneurs, “the people” would know how to handle competition from steel mills or textile factories in the developing world, price hikes on imported oil, and so on. But they never told us how “the people” would learn how to do this. The cultural Left still skips over such questions. Doing so is a consequence of its preference for talking about “the system” rather than about specific social practices and specific changes in those practices. The rhetoric of this Left remains revolutionary rather than reformist and pragmatic. Its insouciant use of terms like “late capitalism” suggests that we can just wait for capitalism to collapse, rather than figuring out what, in the absence of markets, will set prices and regulate distribution. The voting public, the public which must be won over if the Left is to emerge from the academy into the public square, sensibly wants to be told the details. It wants to know how things are going to work after markets are put behind us. It wants to know how participatory democracy is supposed to function. The cultural Left offers no answers to such demands for further information, but until it confronts them it will not be able to be a political Left. The public, sensibly, has no interest in getting rid of capitalism until it is offered details about the alternatives. Nor should it be interested in participatory democracy –– the liberation of the people from the power of technocrats –– until it is told how deliberative assemblies will acquire the same know-how which only the technocrats presently possess. […] The cultural Left has a vision of an America in which the white patriarchs have stopped voting and have left all the voting to be done by members of previously victimized groups, people who have somehow come into possession of more foresight and imagination than the selfish suburbanites. These formerly oppressed and newly powerful people are expected to be as angelic as the straight white males were diabolical. If I shared this expectation, I too would want to live under this new dispensation. Since I see no reason to share it, I think that the left should get back into the business of piecemeal reform within the framework of a market economy. This was the business the American Left was in during the first two-thirds of the century. Someday, perhaps, cumulative piecemeal reforms will be found to have brought about revolutionary change. Such reforms might someday produce a presently unimaginable non market economy, and much more widely distributed powers of decision making. […] But in the meantime, we should not let the abstractly described best be the enemy of the better. We should not let speculation about a totally changed system, and a totally different way of thinking about human life and affairs, replace step-by-step reform of the system we presently have.

Some argue shareholder capitalism has proven to be more “efficient” than stakeholder capitalism. It has moved economic resources to where they’re most productive, and thereby enabled the economy to grow faster. By this view, stakeholder capitalism locked up resources in unproductive ways, CEOs were too complacent, corporations were too fat—employing workers they didn’t need, and paying them too much—and they were too tied to their communities. It is a tempting argument, but in hindsight a fallacious one. Any change that allows some people to become better off without causing others to be worse off is technically a more “efficient” use of resources. But when all or most of these efficiency gains go to a few people at the top—as has been the case since the 1980s—the common good is not necessarily improved. Just look at the flat or declining wages of most Americans, their growing economic insecurity, and the abandoned communities now littering the nation. Then look at the record corporate profits, soaring CEO pay, and jaw-dropping compensation on Wall Street. All Americans are stakeholders in the American economy, and most stakeholders have not done well.

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).

justice will not be served if we maintain our exclusive focus on the questions that drive our current justice systems: What laws have been broken? Who did it? What do they deserve? True justice requires, instead, that we ask questions such as these: Who has been hurt? What do they need? Whose obligations and responsibilities are these? Who has a stake in this situation? What is the process that can involve the stakeholders in finding a solution?

5 principles of service design thinking MARC STICKDORN 1. User-centred Services should be experienced through the customer’s eyes. 2. Co-creative All stakeholders should be included in the service design process. 3. Sequencing The service should be visualised as a sequence of interrelated actions. 4. Evidencing Intangible services should be visualised in terms of physical artefacts. 5. Holistic The entire environment of a service should be considered. A

One of our recent studies revealed that while all reps start their sales efforts by mapping out stakeholders within the customer organization, core performers then move to what would seem like the logical next step—understanding needs and mapping solutions against those needs. But high performers do something very different. They extend this part of the sales process by digging into these individual stakeholders’ varying goals and biases, as well as business and personal objectives.

A fundamental step in this challenging of structures is to think about new ways for all education stakeholders—particularly those who are not from the communities in which they teach—to engage with urban youth of color. What new lenses or frameworks can we use to bring white folks who teach in the hood to consider that urban education is more complex than saving students and being a hero? I suggest a way forward by making deep connections between the indigenous and urban youth of color.

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

Global health players can become impervious to critique as they identify emergencies, cite dire statistics, and act on their essential duty of promoting health in the name of "humanitarian reason" or as an instrument of economic development, diplomacy, or national security. We are left, however, with an open-source anarchy around global health problems--a policy space in which new strategies, rules, distributive schemes, and the practical ethics of health care are being assembled, experimented with, and improvised by a wide array of deeply unequal stakeholders

Francis Jennings, and his book the invasion of America, called christianity a conquest religion. I suspect this description is true of most religions. I can’t think of one that could be termed a seduction religion, where converts are lured in by the beauty of the doctrine and the generosity of the practice. Maybe Buddhism. Certainly not Christianity. Missionary work in the New World was war. Christianity, and all its varieties, has always been a stakeholder in the business of assimilation, and in the 16th century, it was the initial wound in the side of native culture.

Wicked problems demand people who are creative, pragmatic, flexible, and collaborative. They never invest too much in their ideas, because they know they will have to alter them. They know there’s no right place to start, so they simply start somewhere and see what happens. They accept the fact that they’re more likely to understand the problem after it’s solved than before. They don’t expect to get a good solution; they keep working until they’ve found something that’s good enough. They’re never convinced they know enough to solve the problem, so they’re constantly testing their ideas on different 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.

We saw that four different voices respond to this crisis by suggesting differing pathways forward: the first three are the retro-voices, which suggest returning to the global field structure of Field 1 (autocratic and state-driven: regulation, law and order), Field 2 (market-driven: deregulation), or Field 3 (stakeholder negotiation-driven: dialogue), respectively. The fourth voice, however, suggests that there is no way back. Retreat is impossible because circumstances have changed. This is why we need to go forward to the next evolutionary stage of the global economy (ecosystem-driven: seeing and acting from the emerging whole).

Assessment can be either formal and/or informal measures that gather information. In education, meaningful assessment is data that guides and informs the teacher and/or stakeholders of students' abilities, strategies, performance, content knowledge, feelings and/or attitudes. Information obtained is used to make educational judgements or evaluative statements. Most useful assessment is data which is used to adjust curriculum in order to benefit the students. Assessment should be used to inform instruction. Diagnosis and assessment should document literacy in real-world contexts using data as performance indicators of students' growth and development.

Empathy should apply to all stakeholders, including oneself. Balance is key. It's often a bad idea to empathize with one stakeholder to the detriment of other stakeholders. You may not want to give that employee criticism, but what about the customers who are negatively impacted by that employees insufficient performance? You may not want to reject that clients particular request, but what about the employees who would be negatively impacted if the request is honored? You may want to put in 20 more hours for the client this week, but what about the self-care you need to remain healthy so that you can bring your best self to work? Empathy is good - but it should be Multi Stakeholder Empathy. Balance is key.

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.

Language has everything to do with oppression and liberation. When the word "victory" means conquer vs. harmony and the word "equality" means homogenization vs. unity in/through diversity, then the liberation of a people from a "minority" class to "communal stakeholders" becomes much more difficult. Oppression has deep linguistic roots. We see it in conversations which interchange the idea of struggle with suffering in order to normalize abuse. We are the creators of our language, and our definitions shape the perceptions we have of the world. The first step to ending oppression is finding a better method of communication which is not solely dependent on a language rooted in the ideology of oppressive structures.

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:

Narrative nonfiction is an act of conception and construction; it is formation of a personal legend from the mist of memory using mental hydraulics plied with the tools of logic, structure, design, and imagination. An engaged mind possesses a documentary sensibility that fabricates a memoirist identity, which alliance mollifies their bleak interior critic. A conscientious mind hews a residue of meaning from the verisimilitude of a person’s metafictional baggage. A basic impulse of all free people is to speak to an appreciative audience. Writing the story of our life constitutes asserting the universal human right to declare and define who we are. When we write our story, we become a stakeholder of our place in the world, we affirm the right to shape our future, and avow the verity to heal our torn souls.

When it comes to design, notes are critical because opinions and ideas about the right decision will change over time. If you don’t have notes, you don’t have a paper trail to understand what logic went into the original decisions. You only have “he said, she said” and a bunch of rehashed conversations. When design decisions are made verbally in a meeting, it can be nearly impossible to remember later why decisions were made.

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

Restorative justice advocates dream of a day when justice is fully restorative, but whether this is realistic is debatable, at least in the immediate future. More attainable, perhaps, is a time when restorative justice is the norm, while some form of the legal or criminal justice system provides the backup or alternative. Possible, perhaps, is a time when all our approaches to justice will be restoratively oriented. Society must have a system to sort out the “truth” as best it can when people deny responsibility. Some cases are simply too difficult or horrendous to be worked out by those with a direct stake in the offense. We must have a process that gives attention to those societal needs and obligations that go beyond the ones held by the immediate stakeholders. We also must not lose those qualities which the legal system at its best represents: the rule of law, due process, a deep regard for human rights, the orderly development of law.

So go through each of your designs, look at the agenda for the meeting, and decide the best flow for presenting your ideas. In the same way that we create a flow for our users through the application, we also want to curate the flow of our design discussion. Now match up those needs with the people in the room. For each person, ask yourself: • What do they care about the most? • What are their personal goals for this design? • What do I already know they want or don’t want?

George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As

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.

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.