How to Reconcile Your Shareholders With Other Stakeholders

Strebel et al discuss how to reconcile your shareholders with other stakeholders. They impart the need to identify which stakeholders will create long-term value for shareholders -- and avoid the value-destroying traps associated with others. Here, the five traps are outlined and described how leade...

Full description

Saved in:
Bibliographic Details
Published inMIT Sloan management review Vol. 61; no. 4; pp. 1 - 8
Main Authors Strebel, Paul, Cossin, Didier, Khan, Mahwesh
Format Journal Article
LanguageEnglish
Published Cambridge Massachusetts Institute of Technology, Cambridge, MA 01.07.2020
Subjects
Capitalization
Executive compensation
Initial public offerings
Investors
Leadership
Shareholder activism
Shareholder relations
Social networks
Stakeholders
Stockholders
Value creation
Online AccessGet full text

Cover

More Information
Summary:Strebel et al discuss how to reconcile your shareholders with other stakeholders. They impart the need to identify which stakeholders will create long-term value for shareholders -- and avoid the value-destroying traps associated with others. Here, the five traps are outlined and described how leaders can avoid them, citing examples of companies that have struggled and those that have fared better. In particular, the experience of Royal DSM, a Dutch biotech sustainability trailblazer with a market capitalization of about $22.2 billion, is highlighted.
ISSN:1532-9194