Summary of The Stakeholder Strategy

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The Stakeholder Strategy book summary
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Rating

8 Overall

6 Applicability

9 Innovation

7 Style

Recommendation

Ann Svendsen’s critically acclaimed book is one of the first attempts to define a new relationship between business and its employees, customers and communities. Written in a conversational, intelligent style, The Stakeholder Strategy makes the case for collaborative stakeholder relationships and tries to show companies how they can develop and nurture those relationships for mutual benefit. Regardless of whether you think that Svendsen has succeeded or failed in that goal, the book gives plenty of examples, drawn from diverse industries, to support her claims. At the same time, it doesn’t get bogged down by endless source notes; the book provides just enough data to make a point and back it up. The book isn’t a flimsy how-to, nor is it a dry academic tome. It fits comfortably in the middle by incorporating the best of both approaches. getAbstract.com recommends this book to company leaders and managers, as well as anyone - from life-long employee to adversarial activist - who falls under the new definition of a corporate stakeholder.

In this summary, you will learn

  • Who a company’s stakeholders are;
  • Why companies must embrace – not alienate – stakeholders; and
  • Why the emotional aspects of change are frequently the most difficult to deal with.
 

About the Author

Ann Svendsen is a senior partner with CoreRelation Consulting in Vancouver, Canada, where her clients include resource and utility companies, regional and provincial governments, and financial institutions. For the past 16 years, she has worked as a consulting sociologist, helping companies and government agencies identify, understand and work effectively with their internal and external stakeholders.

 

Summary

Profitable Relationships
Every company is composed of a network of stakeholders, some of whom are the owners, managers and employees traditionally recognized as the parts of the organization, but some of whom lie outside of the company’s official boundaries. In the past, suppliers, customers...

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