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5. Everyday Strategies for Creating Value for Stakeholders

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Managing for Stakeholders
This chapter is in the book Managing for Stakeholders
1035Everyday Strategies forCreating Value for StakeholdersLet’s suppose that Bob Collingwood, our beleaguered CEO, hasfollowed our argument. He realizes that he and his team need a newframework that sees their relationships with a broad range of stake-holders as a matter of course, and that they see what they do in termsof managing for stakeholders. Further, he’s already begun to thinkthrough his own enterprise approach but recognizes that this takes timeto emerge from conversations, repositionings, new ideas, and just plainhard work. What Bob wants to know is, what are some concrete andpractical techniques that can speed things along? How can he and histeam begin to execute their daily decisions to more e√ectively createvalue for their stakeholders?SEVEN TECHNIQUES FOR CREATING VALUEThis chapter explains some very practical techniques that we havedeveloped over the past twenty-five years working with companiesaround the world. These techniques are aimed at giving organizations anincreased capability to manage for stakeholders. Just as the last chapter
© Yale University Press, New Haven

1035Everyday Strategies forCreating Value for StakeholdersLet’s suppose that Bob Collingwood, our beleaguered CEO, hasfollowed our argument. He realizes that he and his team need a newframework that sees their relationships with a broad range of stake-holders as a matter of course, and that they see what they do in termsof managing for stakeholders. Further, he’s already begun to thinkthrough his own enterprise approach but recognizes that this takes timeto emerge from conversations, repositionings, new ideas, and just plainhard work. What Bob wants to know is, what are some concrete andpractical techniques that can speed things along? How can he and histeam begin to execute their daily decisions to more e√ectively createvalue for their stakeholders?SEVEN TECHNIQUES FOR CREATING VALUEThis chapter explains some very practical techniques that we havedeveloped over the past twenty-five years working with companiesaround the world. These techniques are aimed at giving organizations anincreased capability to manage for stakeholders. Just as the last chapter
© Yale University Press, New Haven

Chapters in this book

  1. Frontmatter i
  2. Contents v
  3. Preface vii
  4. Acknowledgments xi
  5. 1. Managing for Stakeholders 1
  6. 2. Business in the Twenty-first Century 20
  7. 3. The Basic Framework 47
  8. 4. Stakeholders, Purpose, and Values 74
  9. 5. Everyday Strategies for Creating Value for Stakeholders 103
  10. 6. Leadership and Managing for Stakeholders 133
  11. Appendix: Frequently Asked Questions about Managing for Stakeholders (MFS) 157
  12. Notes 165
  13. Further Reading 171
  14. Index 173
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https://doi.org/10.12987/9780300138498-007

Chapters in this book

  1. Frontmatter i
  2. Contents v
  3. Preface vii
  4. Acknowledgments xi
  5. 1. Managing for Stakeholders 1
  6. 2. Business in the Twenty-first Century 20
  7. 3. The Basic Framework 47
  8. 4. Stakeholders, Purpose, and Values 74
  9. 5. Everyday Strategies for Creating Value for Stakeholders 103
  10. 6. Leadership and Managing for Stakeholders 133
  11. Appendix: Frequently Asked Questions about Managing for Stakeholders (MFS) 157
  12. Notes 165
  13. Further Reading 171
  14. Index 173
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