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The Guidebook for Purpose Leaders

This is the online version of an upcoming e-book for Purpose Leaders, a new breed of CEOs and management across any enterprise seeking to enhance organizational performance and stakeholder experiences by fostering the proactive involvement of customers, employees, supply chain and distribution partners in the organization’s purpose. This guidebook for Purpose Leaders was produced in conjunction with the Purpose Summit 2024 to provide a roadmap for management ready to put the principles into action and will be regularly updated throughout the year and beyond. 

Part I. The Principles of Purpose Leadership
Part 2. Profiles of Purpose Leaders
Part 3. The Toolkit for Purpose Leaders
Part 4.  Purpose Leadership Resources  
Click Here for Solution Providers Supporting Purpose Leadership and Stakeholder Management

Part I. The Principles of Purpose Leadership

For many years, the paradigm for leadership were men like Jack Welch, whose highly disciplined strategic and systematic approach to addressing short-term shareholder interests worked for a while until it didn’t. Purpose Leadership is becoming the new paradigm based on fulfilling the purpose, goals, and objectives of an organization only by creating value for customers, employees, distribution and supply chain partners, communities, and the environment.

Part One by Bruce Bolger and Davin Salvagno 

A Focus on Harmonizing Interests Toward a Common Purpose, Goals, Objectives, and Values
Putting Principles Into Action 
A Side-by-Side Comparison: Purpose Versus Shareholder Leadership 

What is the new paradigm for leadership in the 21st century?  What can address the fundamental failure of organizations to engage employees and customers and earn the trust of communities?  We believe the model for our times is Purpose Leadership—a focus on enhancing returns for investors only by creating value for all stakeholders—customers, employees, supply chain and distribution partners, and communities. 

To clear up the distinction between leadership based on shareholder primacy versus leadership based on harmonizing stakeholder interests, we have created this guide applicable not only to businesses of all sizes but to government, not-for-profits, faith-based organizations--anyone whose success depends upon stakeholders. it's a leadership model based on a fundamental belief that stakeholders are the ultimate source of value creation and the understanding that it requires more than words--it demands a system. 

We believe the basic principles and practices of Purpose Leadership are embodied in this recent Enterprise Engagement Alliance YouTube show with CSX CEO Joe Hinrichs and on other EEA shows with purpose leaders Purpose leadership and the stakeholder management implementation processes do not avoid the need for organizations to make tough trade-offs in a time of crisis or major change, but it provides a guidepost against which these tradeoffs are made and explained. 

A Focus on Harmonizing Interests Toward a Common Purpose, Goals, Objectives, and Values

Purpose leadership starts by harmonizing the interests of shareholders and stakeholders toward the achievement of a transparent purpose, goals, objectives,and values, rather than pitting the interests of one against the other. The premise is simple: organizations that successfully align the interests of their stakeholders toward a common purpose, goals, objectives, and other expectations, financial and otherwise, have a greater chance of sustainable success than those that don’t. While extensive research supports the logical conclusion that having highly engaged customers, employees, supply chain and distribution partners, communities, and shareholders all sharing a common expectation is a sensible practice, no business strategy is a panacea in a world with many threats, challenges, and unknowns.
That said, the current model obviously isn’t working. Based on Gallup and the American Customer Satisfaction Index, employee engagement and customer satisfaction, both factors that have a direct impact on productivity and quality, neither are getting better than a general score of C. Gallup estimates the waste due to low employee engagement at $1.7 billion in the US alone. ACSI data suggests a high correlation between customer satisfaction and profitability, and yet no company would consider a 77% customer satisfaction score particularly impressive. Where does this waste appear on balance sheets? To us, it can be found in the same place as the enormous waste caused by poor quality management practices in the US in the 1980s that enabled the Japanese to steal an enormous market share of automobiles and other products from which the US has never recovered. This calamity appeared nowhere on balance sheets but was buried in sales, profitability, and market share declines.

Putting Principles Into Action

It is not enough for CEOs to be human and empathetic, although Purpose Leadership starts there. It takes a system to mobilize multiple stakeholders with different perspectives on the value created by the organization and how they can benefit. There is no need to recreate the wheel, because the world of total quality management in the US and especially in Japan has repeatedly proven that a focus on a clear purpose, goals, and objectives and values that actively involves all stakeholders with transparent metrics and gainsharing have a measurable impact on quality, productivity, and customer satisfaction. Despite emulating the total quality management practices actively shared by the Japanese with US automakers, the Japanese still hold most of the top 10 position in the Consumer Reports list of quality cars in the US, with no domestic automakers even on the nost recent list as of this reporting.
Below are the characteristics of Purpose Leaders based on a similar approach in total quality management that puts a premium on the value of people—an element the Japanese continue to focus on and about which the US automotive companies continue to struggle based on the lengthy, costly strike.

A Side By Side Comparison: Purpose Versus Shareholder Leadership

While the framework for Purpose Leadership is taught at a few universities, such as the Darden Business School at the University of Virgina (See ESM: Seeking an MBA in Stakeholder Capitalism? most people have never heard of the concept of stakeholder capitalism or even of related frameworks such as Conscious CapitalismEconomics of MutualityB-Corp, or the Shared Value Initiative. Yale University's School of Management has recently added a program on Stakeholder Innovation and Management. So, the many CEOs and other leaders who embrace these principles do so based on both principles and instincts. Here is an outline of the general difference between Purpose Leadership and Shareholder Leadership based on how they address key organizational principles and stakeholders, recognizing organizations might fall somewhere in between in many areas either intentionally or through lack of knowledge. 

To more deeply gauge your organization's progress toward Purpose Leadership, take this free, confidential 10-minute self-assessement from the Maturity Institute and the Enterpise Engagement Alliance. 

   Principles/   Stakeholders

   Purpose Leadership

   Shareholder Leadership


  • The No. 1 priority is to protect and fulfill the purpose, financial and other goals, objectives of the organization, consistent with its stated values.

  • Customers, talent, and other stakeholders and the environment are viewed as assets to be nurtured.

  • The focus is on creating value for all stakeholders, rather than looking for ways to subtly shortchange customers, employees, supply chain and distribution partners, communities, and the environment.

  • The organization makes a commitment to not offload its costs on to society as many do by underpaying employees, shortchanging customers, polluting or damaging the community.

  • The organization has a purpose statement, goals, objectives, and values upon which all business leaders and employees are measured at least annually, with infractions related to values dealt with seriously and transparently as appropriate to privacy.
  • Senior management is compensated based on fulfillment of the purpose, goals, objectives consistent with stated values.
  • Every effort is made to align the purpose of the organization with those of its key stakeholders--customers, employees, supply chain and distribution partners and communities.
  • The No. 1 priority is to make investors happy, with a focus on maximizing profits often in the short term by “efficiently” managing costs related to customers, employees, supply chain and distribution partners, without serious measurement of long-term or often even short-term consequences on satisfaction.

  • Customers, talent, and other stakeholders and the environment are viewed as resources to be tapped, especially when financially necessary or desirable. 

  • The organization looks for ways it can offload costs by paying people as little as possible, providing few benefits, deceiving or poorly serving customers, shortchanging supply chain and distribution partners, polluting, or damaging infrastructure.

  • The organization has a purpose statement but very few people in the organization know what it is or follow it.

  • Senior management is compensated based on short-term or other financial goals.
  • Little regard if any is given to the purpose of any stakeholders other than as expedient.



  • In addition to having a clear purpose statement, the organization’s values are clearly articulated and used as a guidepost when making tough decisions and trade-offs. 
  • The values are regularly communicated to all stakeholders and appropriate appreciation is transparently expressed by leadership to stakeholders whose actions embody these values.
  • When trade-offs require compromises, key stakeholders understand why. 
  • There are no stated values, or they are simply words on a wall.

  • Decisions and trade-offs are finalized based on short-term  or other financial considerations or to protect insiders.

  • Little to no appreciation is expressed for people demonstrating the organization’s values.

Financial Goals

  • The No. 1 priority is to generate a return on assets over time; a return on capital invested or other transparent financial goals rather than focusing on maximizing short-term returns. 

  • Decisions are not based on hitting short-term goals that could jeopardize long-term performance unless necessary for survival or regulatory compliance.  

  • Financial goals are continually weighed against the purpose, goals, objectives, and values of the organization.


  • The No. 1 priority is to meet quarterly or other short-term financial goals as promised to investors.

  • There is little concern given for making cuts that could affect customer or employee loyalty or other stakeholders over time because there are no clear metrics being measured. 

Business Operating Systems

  • The organization has a business operating system to achieve its purpose, goals, objectives, and values.

  • There is a clear operating plan for each stakeholder group and regular meetings with all leadership to ensure alignment and to address challenges and opportunities.

  • Customers, talent, and other stakeholders and the environment are viewed as assets to be nurtured and whose voice must always be proactively heard and acted upon.

  • Every effort is made by the CEO to break down siloes and to foster ongoing collaboration between all organizational units, sales, marketing, customer service, human resources, finance, operations, administration, legal, IT, etc.


  • There is either no clear business operating system with clear roles and responsibilities, or it is ad hoc. 

  • Or the business operating system and metrics are considered so important they often overlook the role of talent or other human factors that can affect outcomes.

  • Little effort is made by the CEO to break down siloes between all organizational units, sales, marketing, customer service, human resources, finance, operations, administration, legal, IT, etc., leading to ongoing tensions, struggles for resources, and blame games.



  • The organization clearly discloses to shareholders its purpose, goals, and objectives, financial, and otherwise; the financial and other metrics it uses to measure progress and the basis upon which it makes tradeoffs, and seeks investors who buy into its vision.

  • The organization makes commitments to shareholders based generally on short-term or large-scale long-term pay-offs, with no explicit commitment to a purpose, goals, objectives and values to which it commits itself to in a measurable way.


  • All employees are considered a critical source of value creation and are nurtured as a crucial partner in achieving the purpose, goals, and objectives of the organization. 

  • The organization has a strategic and systematic process for listening to employees, encouraging innovation, acting rapidly to input, and systematically expressing appreciation for those whose actions contribute to the purpose, goals, and objectives or embody its values.

  • Employees who create value are not laid off to meet short-term financial goals if those cuts could do damage to long-term return on assets or stakeholder experiences.

  • Employees are only terminated for performance or values issues, or when economic, market, or structural financial challenges and risks force the organization to reduce fixed costs.

  • Employees receive training and professional development based on a mutual career laddering strategy.

  • The company invests in job design to ensure an enriching win-win employee experience.

  • The organization uses metrics relevant to its purpose, goals, and objectives to track the impact of its investments in employees as well as effectiveness of management.

  • DEI is viewed as a source of value creation—having more diverse employees and distribution partners opens new markets for customers supply chain partners and more welcoming communities.

  • Unions aren’t feared because all stakeholders are actively heard.

  • Employees have opportunities for profit-sharing and gainsharing.

  • All except the C-suite and top sales performers are viewed as fungible resources and a cost to be minimized as much as possible. 

  • The organization has no strategic process for listening or fostering innovation. If it conducts employee surveys, it does little with the results.

  • Short-term financial goals are more important than work-life balance or ensuring all employees earn a living wage.

  • Talent is not considered a measurable differentiator; therefore, management appointments and recruitment are often based on personal connections.

  • Rewards and recognition are largely given to senior management and sales performance, and more perfunctorily to other employees.

  • Employees receive training and professional development only as needed.

  • Unions are viewed as a public enemy.

  • DEI (diversity, equity, and inclusion) are viewed as compliance issues.

  • There are little more than pro-forma opportunities for employees to participate in profits or gainsharing.



  • Customers are considered a critical source of value creation and are nurtured from start to finish.

  • Every effort is made to nurture a relationship once it has begun, even at the cost of losing money on a given transaction.
  • The organization has a strategic approach to expressing appreciation to customers. 
  • DEI is viewed as a business opportunity, not a compliance issue.
  • The organization has very clear metrics for measuring effectiveness of customer engagement consistent with its purpose, goals, and objectives, and management is measured by and rewarded based on those results.


  • The focus is on attracting customers but not as much on keeping them: far more is spent in marketing than in fundamentally delivering the promises.

  • Customers are seen as a source of short-term value extraction, shrinking packaging, reducing ingredients quality, increasing prices when possible, making dubious product and service claims, etc. all are considered as ways to optimize short-term profits.

  • DEI is considered a compliance issue.

  • The only clear metrics for measuring customer relationships are financial; little analysis is given to post-sale satisfaction and social media impact.

Distribution Partners

  • Every effort is made to form a partnership mentality with anyone who helps bring the organization’s products and services to market, starting with a built-in listening process to continually identify the best ways to help these channel partners succeed bringing the organization’s product to market.
  • Distribution partners are actively appreciated for their contributions and are rewarded for their commitment. 
  • Distribution partners can count on the organization to look after their interests in making tough trade-off decisions.  
  • Resellers are considered a necessary evil or a cost of doing business and therefore are treated at arms-length except as necessary in case the organization wishes to change direction.

  • Distribution partners are never 100% certain they can trust the organization to not change its mind and go directly into competition.


Supply Chains

  • Vendors are considered a valued partner and are paid in recognition of service and value added, rather than squeezed.

  • They receive the same basic information about purpose, goals, and objectives as other stakeholders so that they can identify new ways to create value.
  • Appreciation is authentically expressed for contributions to success. 
  • Vendors know when they will be paid and are notified if there are any delays.
  • The selection process is as objective and transparent as possible.

  • The supply chain is a cost to be reduced as much as possible.

  • The goal is to squeeze suppliers as much as possible on price and payment terms.

  • Suppliers never know when the business will be put out to bid and on what basis.

  • Friends and family get preference.



  • The organization seeks to create value for the physical or business community in which it operates consistent with its purpose, goals, objectives, and values—such as investing in local education or other activities that can help develop new employees, distribution or supply chain partners, or customers.

  • The organization makes a point of staying out of politics unless the issues are directly related to its purpose, goals, objectives, and stated values.

  • The organization makes donations to causes that it hopes will counteract its neglect or worse related to its impact on the community.

  • Donations are made either to politicians or parties considered generally favorable or split across different parties to make sure the organization has a voice when necessary.


  • Consistent with it’s commitment to offloading no costs on to society, the organization pursues a policy of minimizing its impact on the environment in terms of emissions and waste and provides incentives for stakeholder groups that achieve specific annual goals.

  • Environmental and waste issues are considered compliance or public relations issues.

  • Public pronouncements are made, and some steps taken, but otherwise every effort is made to minimize short-term costs.


  • Because the organization considers its strategy provides a competitive benefit, and already keeps track of critical practices, metrics, and performance improvement processes, it publishes an annual corporate sustainability report that provides meaningful information on how it creates opportunities and risks for all stakeholders.

  • Any effort to reveal information is resisted on the basis that it is an administrative burden and a violation of free enterprise.

Part 2: Profiles of Purpose Leaders 

Here are interviews with four Purpose Leaders on the Enterprise Engagement Alliance PurposePoint Purpose Leadership and Stakeholder Management YouTube channel

Joe Hinrichs, CEO CSX, on Putting the Principles of Stakeholder Capitalism Into Practice
CSX CEO Joe Hinrichs outlines the roadmap for stakeholder management implementation by sharing the lessons of his impressive rise up the corporate ladder at Ford to become president of the automotive division. After retiring from Ford, he accepted the opportunity to take took the helm at CSX. Despite economic headwinds that have affected the company’s revenues and profits, the company’s stock is up about one-third since Hinrichs took the helm in September 2022.

Garry Ridge, Chairman Emeritus of WD-40 and Davin Salvagno on Purpose Leadership
By igniting the passion of employees in the purpose, goals, and objectives of an organization consistent with clear values, Purpose Leaders offer a more sustainable path to value creation than the traditional focus on quarterly results and task-focused management. Unfortunately, only a small percentage of executives are Purpose Leaders, either out of a lack of awareness or ego. These are some of the insights from the recent EEA YouTube Show on Purpose Leadership, featuring Garry Ridge, Chairman Emeritus of WD-40 Company, and CEO for 25 years before recently retiring,

Charlie Malouf, CEO, Broad River Retail, a Leading Ashley Retail Distributor
This CEO wasn't always a Purpose Leader. This show tells how he found his way and what it has done for his organization. Charlie Malouf’s journey to Purpose Leadership didn’t come easily. He is CEO of Broad River Retail,  one of the largest and fastest-growing, independently owned and operated Ashley furniture store licensees, founded in 2023, with more than 30 stores and growing in the southeast US.
Bart Houlahan, B Lab Co-Founder on the Stakeholder Capitalism Controversy
This ESM (Engagement Strategies Media) article and EEA YouTube show provide a perspective on Stakeholder Capitalism from someone involved in the field a decade or more before the Business Roundtable 2019 update of the corporate charter to address the interests of all stakeholders.

Part 3: Purpose Leaders Toolkit 

Strategic Solution Providers
Tactical Solution Providers

Once a CEO has decided to lead a strategic and systematic approach to engaging all stakeholders, there will be no difficulty finding solution providers to help with the inter-related components of Enterprise Engagement outlined in this article. The challenge is finding the right combination of tactics and solution-providers who  understand the principles of Enterprise Engagement—i.e., the need to strategically and systematically align all the audiences and engagement tactics in a proactive, measurable way rather than the current re-active, siloed manner in which HR, marketing, sales and outside solution-providers battle it out for resources and often fail to cooperate.
When looking at the engagement field, it helps to view it in the same way as advertising: there are companies that help lead the management of all elements of the brand architecture, marketing strategies and implementation across platforms, often outsourcing specific elements to other divisions or third-parties, and there are many tactical solution-providers that can help with specific elements of an engagement strategy. In either case, it is essential to have someone and/or an organization at the helm of a strategic, systematic process to ensure that all the tactics move together, and to work with tactical solution-providers who understand the concept of Enterprise Engagement and how their solution supports others to achieve the overall goal.
The fundamental reason for failure to profit from engagement is the lack of a strategic and systematic CEO-led focus on engaging all stakeholders in a measurable way. Such CEOs, at larger organizations at least, can benefit from having a Chief Engagement Officer to lead the effort to engage not just employees but all stakeholders so that all hands are on deck to accomplish organizational goals consistent with the brand and culture.
The engagement solutions covered in this e-book include experts for customer, employee, distribution partner, vendor and community engagement. For complete information on the field, you can order Enterprise Engagement: The Roadmap 5th edition, which includes detailed information on the entire field, each tactic, and how they inter-relate. Here are the specific categories covered in this guide and what organizations need to know about how these services and tactics fit into an overall engagement strategy. You can a find a directory of Engagement Solution providers at marketplace. 

Where applicable, we have provided names and web site links to organizations or associations that cover these topics. 

  • Engagement Agencies help develop, implement and measure a strategic Engagement operating system, which can include managed outsourcing and/or project management
  • Engagement consultants focus on program and process design, development, facilitation and managed outsourcing
  • Branding and brand architecture
  • Leadership and culture
  • Corporate sustainability reporting 
  • Branding, Brand Architecture
  • Program/Process Design
  • Leadership and Culture
  • Talent Management
  • Surveys, Assessment and Feedback
  • Communications
    • Branding/graphics
    • Print
    • Digital
    • Face to face
    • Social
    • Video
  • Job design
  • Learning
  • Incentive Programs
  • Loyalty
  • Promotions
  • Diversity and Community
  • Innovation, Collaboration & Empowerment
  • Rewards and Recognition
    • Merchandise
    • Gift cards
    • Travel
    • Benefits
  • Analytics
  • Engagement Technology

Strategic Solution Providers

Engagement Agencies
Engagement agencies help develop, implement and measure the strategic plan involving all stakeholders, not just customers or employees. At this point in the evolution of the field, there are but a few of them. A full-service engagement agency assumes complete responsibility for discovery, program design, project management, the specified in-house or managed outsourced services and return-on-investment measurement. These could include any of the above services and more. Unfortunately, unlike in the advertising business, there are very few full-service engagement agencies. It’s important to verify their expertise by observing the company’s discovery process and verifying expertise and in-house versus outsourced capabilities. An engagement agency consultant should be able to ask insightful questions and make sensible directional recommendations on the fly in a way that can’t be faked in sales training. If a recommended solution sounds pat or doesn’t ring true, that’s a warning sign.
Fees: These companies charge advisory service fees for engagement program design development, project management, managed outsourcing, or services provided in-house, and some may charge fees for points issued and/or redeemed in points-based performance, loyalty, or recognition programs, as well as additional fees for managing any rewards, communications, or other related services provided.
Return-on-investment: Achievement of key scorecard objectives for the organization or particular audience or campaign.
Organization: Enterprise Engagement Alliance.
Engagement Consultants
A growing number of individuals or small consulting firms specialize specifically on engagement consulting. Most focus specifically on employee, customer, or channel/sales engagement, but a few are now focusing on an enterprise approach.
Fees: These companies generally charge based on professional services fees for speaking, facilitation, and planning.
Return-on-investment: Achievement of key scorecard objectives for the recommended solution.
Organization: Enterprise Engagement Alliance.
Branding and Brand Architecture
In the world of Enterprise Engagement, a brand is not just a logo or customer-facing story, it’s a 360-degree definition of the values and promises of an organization to all stakeholders. A small but growing number of branding consultants now incorporate this 360-degree view of the brand and include all stakeholders. These companies go beyond creating a graphic image to define the brand’s mission, values, personality, organizational culture and the behaviors/actions that support it. An important capability is the ability to employ a process that involves all interested stakeholders and builds a consensus-based rather than top-down solution. Some solution-providers provide survey methods as part of the process to break down barriers to alignment.
Fees: These companies generally charge for professional services, with the deliverable being a clear brand definition developed with the involvement of all interested parties.
Return-on-investment: A brand and culture definition consistent with the organization’s organizational strengths and history, and that considers the needs of customers, employees and other stakeholders.
Organizations/Associations: PurposePoint; Association of National Advertisers.
Engagement Program/Process Design
A few engagement consultants focus specifically on the design of engagement, incentive, recognition, loyalty and other related types of strategies and tactics. Their capabilities can easily be evaluated by letting them conduct a discovery process. The questions they ask and preliminary observations provided will help you quickly determine the types of insights they can provide. They should be able to talk about a systematic approach and provide a clear return-on-investment model.
Fees: These companies usually charge advisory fees, fees for program management and oversight, and sometimes additional fees for achieving specific goals.
Return-on-investment: Achievement of the desired goals on the scorecard.
Association. International Society for Performance Improvement. 
Leadership and Culture
A growing number of solution-providers focus specifically on leadership and culture. These firms usually provide professional leadership coaches speakers, management training and some include assessment and benchmarking or other tools to help address and enhance individual performance management by identifying problem managers. The key to achieving a clear return-on-investment from these services is to ensure they are linked specifically to your brand, mission, values, culture and objectives. The best services provide feedback software that enables your organization to pinpoint individual managers who need attention, with some even providing specific training solutions based on the problem.
Fees: These companies charge for their services on a project or hourly basis, as well as setup and per-seat charges if technology is involved.
Return-on-investment: High talent and net promoter scores.
Organization: PurposePoint

Corporate Sustainability Reporting
The role of creating corporate responsibility or sustainability reports use to fall within the realm of corporate communications. Now that the European Union Corporate Sustainability Reporting Directive has become law and will affect thousands of US companies and tens of thousands around the world, corporate sustainability reports have become a matter of law for some companies. Designed to thwart greenwashing, the new EU law is expected to have as much impact on corporate reporting as the General Data Protection Regulation (GDPR) had on marketing around the world. The reports have to provide much more precise information on the risks and opportunities organizations create not only related to the environment but also to employees, customers, supply chain and distribution partners, and communities. As a result, leading management consulting companies and ESG (environmental, social, governance) advisory firms are developing corporate sustainability reporting practices. 
Fees: Because of the complexities of the new EU CSRD law, major companies will likely end up paying over $500,000 to over $1 million to comply, at least for the first year, most likely because senior management will outsource this to legal and management consulting firms to whom they are accustomed to paying high fees. For small companies, or those who are serious about finding a more cost efficient approach, the cost could be as little as $15,000 to $20,000 for the first year, and less in subsequent years unless annual audits are involved. It is likely that many organizations will overpay for these services because of their lack of knowledge about the law and efforts made by some advisory firms to exaggerate its complexity. 
Return on investment: For organizations that believe their people and environmental management practices provide a competitive edge, the potential return on investment is a highly credible document all stakeholders can use to evaluate its commitment to stakeholders. For those companies subject to the new European Union CSRD law, it will be a requirement.  

Tactical Solution Providers

Today’s most effective talent recruitment strategies are based on the “employee brand” established as part of the overall strategic engagement plan. The talent brand is the story your organizations tells prospective employees about the culture, values, rewards and benefits of being part of your organization, as well as information that can help candidates determine if they are the right fit. Some recruitment companies today deploy sophisticated third-party or proprietary testing methods to determine if there’s the right cultural fit between a candidate and your company.
Fees: In addition to receiving commissions for recruiting candidates, talent branding companies charge additional fees for assignments to help organizations crystallize a truthful story.
Return-on-investment: Better talent recruitment and higher retention.
Associations: Association for Talent Development; Society for Human Resources Management. 
Talent Management
Larger or fast-growing organizations can benefit from having a talent management strategy that identifies key skills and personal qualities necessary for each key role on the organizational chart and a succession plan for every key role, as well as a professional development effort within the overall organization to identify candidates for growth and a career development or laddering plan. The deliverable is a clear plan aligned with your brand, culture, values and objectives that is updated on a regular basis according to the size of the organization.
Fees: These companies almost always charge professional services fees.
Return-on-investment: Higher retention, productiv­ity, quality and talent net-promoter scores.
Associations: Association for Talent DevelopmentSociety for Human Resources Management; World at Work. Human Capital Institute.
Surveys, Assessment and Feedback
A growing number of technology firms provide employee engagement tools to gauge stakeholder engagement on a regular basis, assess individuals or group performance, attitudes, or actions, or offer platforms that enable stakeholders to provide instant feedback (anonymously, if the organization desires). The key to success with these tools is to make sure the overall survey, assessment and feedback plan is aligned with the strategic plan; that actionable information flows rapidly to the people who need it and can use it; that the process attempts to track the effectiveness of different engagement processes; and that the entire organization knows that the process is taken seriously by the CEO. The best platforms pinpoint management or engagement problem areas with a personalized strategy and tactics to address them.
Fees: Some of these companies charge professional services fees for creation and implementation of surveys and feedback platforms, as well as per-seat charges in some cases. Some also include front-line management and coaching solutions.
Return-on-investment: Critical, real-time and actionable information from all stakeholders can provide an early detection system for a wider problem, identify an opportunity that would have otherwise been overlooked, or pinpoint warning signals and apply solutions before the problem escalates.
Associations: Association for Talent DevelopmentSociety for Human Resources ManagementWorld at WorkHuman Capital Institute.
Communications are at the heart of any enterprise approach to engagement, because they provide the platform for aligning the entire organization—customers, employees, distribution partners, vendors, communities, volunteers—anyone who can affect the outcome of your organization. Communications are the equivalent of the “hometown” newspaper that binds a community by sharing its news, services, and by telling the stories of its people in a compelling way.
Content: Organizations can benefit by thinking of themselves as a media company with a strategic commu­nications plan aligned with the overall brand, culture, strategy and objectives to make sure everyone has: 1) a sense of community around the same brand, values, and culture; 2) the information they need about management, markets, products, services and trends that can affect their ability to help external and internal customers; and 3) the specific ways each person can contribute to or benefit from the organizations, no matter what their relationship with it. Organizational communications should be led by people who think like journalists, not marketers, because the goal is to inform, not sell. The most effective communications platform is targeted to each audience—customers, employees, distribution partners, vendors, communi­ties, shareholders, or other constituencies—but are built on the same foundation, either literally, from a technology standpoint in the form of an engagement portal, or in the sense that all communications are aligned so that everyone has similar expectations of the brand.
Media platforms: Having a strategic communications plan helps manage the dizzying array of communications options that can include branding, print, infographics and animation, digital, face-to-face (events), social media, video, and three-dimensional—promotional products and gifts. The key is to leverage the appropriate platforms to support of all your communications in an aligned, integrated fashion, using the “drip-marketing” approach advocated by marketing innovator Seth Godin. Rather than try to use every medium, analyze your audiences and the potential return-on-investment of your communications against your plan to establish the right mix. If your company doesn’t have the resources to produce this content in-house, there are many internal and external communications companies that can help develop your strategy and tactical plan, not to mention many eager freelancers laid off from publishing companies. The key is to create an overall story and break it into digestible soundbites over the course of the year in an orchestrated fashion and in a systematic and measurable way, gauging feedback and the popularity of topics all along the way.
Permission management: Consumers are increasingly concerned about their privacy and the number and nature of communications they receive and how they receive them. The larger the organization, and the more it involves consumers, the more it needs a professional permission-management strategy, not only to anticipate coming regulations but to also increase customer receptivity to communications.
Fees: Content marketing companies generally charge professional fees for content creation and production.
Return-on-investment: Higher probability of achieving specific goals; higher levels of stakeholder understanding of the brand, value and goals as measured through surveys or feedback.
Associations: PRSA Employee Communications section. International Association for Business Communicators.
Job Design
How to make jobs more interesting, meaningful and flexible is one of the most overlooked ways to not only engage people but to enhance productivity and quality, not to mention employee experience. Job design can enhance engagement by making jobs more interesting and more enriching by enabling people to profit from job-sharing programs that lead to greater work-life flexibility. Outside experts can help analyze your organization’s task requirements through employee involvement, observational processes and skill assessments to determine the optimal way to minimize the sorts of rote and mechanical operations that contribute to disengagement, accidents and turnover. In so doing, they can often identify the best ways to create job-sharing opportunities to break up routines and enable people to cover for colleagues to reduce the impact of absences.
Fees: Job design consultants generally charge professional services fees.
Return-on-investment: Higher retention and talent net-promoter scores, and higher internal or external customer service.
A huge and thriving industry of online and offline learning and gamification companies exist to help companies develop strategic and tactical learning programs to support either an overall Enterprise Engagement strategy or a more focused skills-oriented program. In either case, the key is to make sure that the learning strategy supports the overall brand, values and culture, and is integrated and aligned with other engagement strategies and tactics. Too often, organizations segregate learning from incentive, recognition, or other engagement strategies, missing an enormous opportunity to promote and support the key behaviors and actions necessary for internal and external customer satisfaction.
Fees: Learning companies charge fees for learning program development and for technology, oftentimes on a per-seat basis.
Return-on-investment: Higher levels of internal or external customer satisfaction as measured through engagement surveys, higher retention and net promoter scores.
Association. International Society for Training and Development
Incentive Programs
Some estimates put annual spending on incentive programs using non-cash rewards for employees and salespeople at close to $50 billion, with much more spent on cash incentives that go untracked, and yet the latest surveys indicate that only about 25% of companies have a formal return-on-investment strategy for their programs. The most common errors are:

  • Rewarding the top 20% of people who would have performed anyway.
  • Failing to move the middle-60%.
  • Failing to reward both results and the actions that lead to results to ensure that people are achieving their goals in an ethical or sustainable manner—i.e., in the customer’s best interest.
  • Failing to distinguish between compensation and recognition.
  • Fostering competition or lack of cooperation.
  • Failing to integrate the incentive program with the organization’s assessment, communications, learning, community and other platforms to engage people in an integrated way.
Fees: Many incentive companies charge small fees for technology, program design and project management to make their profits on markups on rewards. This approach has several drawbacks, including:
1. The recipients pay for the consulting and other services used to engage them and often know they are getting a poor value for the points they have earned.
2. The purchasing department doesn’t understand why the cost of the products is so high and may discount the value of expertise provided by the solution-provider in program design and implementation.
3. Depending on the program structure, there will be breakage (unredeemed points), for which the client is often paying.
Recommendations: The most appropriate and transparent model involves professional service fees for program design; setup and per-seat charges for technology if involved; payment upon points issuance when participants achieve the goals or perform the desired actions; and payment upon redemption for the awards with the appropriate markup for catalog curation and management, technology, customer service, shipping, tracking and reporting.
Return-on-investment: Few if any engagement or other business tactics have a clearer ROI if properly implemented, using both action and results measures to track the correlation between what happens and what gets achieved.
Associations: Incentive Marketing Association. Incentive Federation. Incentive Research Foundation. Society for Incentive Travel Excellence.
Of all the areas of engagement undergoing the greatest disruption, the loyalty business is at the top of the list. The industry grew up out of a very transactional, rewards- and points-based approach that focused mostly on carrots. Today, organizations of all sizes have determined that loyalty goes beyond transactional added-value or discounts to include the entire customer experience and emotional connection to the brand, and so have begun to take a more 360-degree approach. This means developing strategies that not only reward people for loyalty but also help create an emotional connection by adding value through information, experiences, special privileges and customer councils, and in doing so achieve a greater, more measurable return-on-investment from the relationship.
Fees: Loyalty companies charge professional service fees for program design and implementation, set up, per-seat or other fees for loyalty technology and fees for rewards, catalogs, redemption management, customer service and shipping.
Return-on-investment: Like incentive programs, loyalty is one of the most measurable of all engagement tactics, as the ability to measure revenue per employee, frequency of purchase and willingness to recommend are relatively easy to track.
Organization. Loyalty Institute.
Sweepstakes and contests remain a viable way to generate attention with all audiences. To achieve the best results, their objectives, theme, message and reward selection are tightly aligned with the overall engagement plan, brand, culture, values and objectives. Note that promotions having to do with consumers often involve an understanding of how to leverage other marketing and social media strategies, as well as negotiate myriad state and some federal statutes depending on the industry, so it’s critical to work with an expert.
Fees: Sweepstakes, contest and related gamification companies charge for professional services and legal advisory fees, program set-up, prize selection, redemption, and customer service fees.
Recommendations: If your promotion involves consumers or any critical audience, get expert advice, as what might seem simple and obvious about a promotion to the uninitiated can be a landmine leading to a social media firestorm or worse. The promotion agency’s website and history will provide an immediate indication of their depth of experience.
Return-on-investment: Properly designed sweepstakes or contests have very clear measures in terms of eyeballs and engagement that generally can easily be tracked. However, if the underlying product or service offer lacks value, no promotion, however clever, can generate a true return-on-investment.
Association. Association of National Advertisers.
Diversity, Equity, Inclusion
Having a diverse, cohesive community provides a competitive edge because of the range of perspectives contributed when all stakeholders are engaged. Every human capital strategy should include in its employee, distribution partner and customer engagement plan a specific strategy or tactical plan for enhancing diversity. Organizations with an active communications strategy and platform support the organizations of value to their customers and encourage employee clubs or communities to work together to unite people of diverse interests. Every effort should be taken to encourage cooperation between these clubs on joint activities of mutual interest to promote cohesiveness across the organization. Every one of every race, ethnicity, sex, or other orientation shares common values of humanity that can create a unifying theme, bring people together, and make them feel better and more fulfilled.
Fees: Consultants assisting with diversity and community services generally charge professional service fees.
Return-on-investment: Achievement of a representative cross section of communities as employees, customers, distribution partners, vendors, recipients of community support, combined with a high level of retention, net promoter and engagement survey scores.
Innovation, Collaboration, and Empowerment
Organizations with a strategic and systematic approach to engaging all stakeholders know that crowd-sourcing ideas from all communities in a meaningful way is a powerful motivator and source of beneficial ideas or problem identifiers. The best ideas can come from customers, employees, distribution partners—anyone, including a young person fresh out of school or someone working in the warehouse. On the other hand, many companies with innovation strategies overlook the importance of engaging the people involved, focusing more on process and technology than on people. While there are a number of companies with sophisticated innovation consulting and technology services, the key is to have the commitment of the CEO and a team to make sure the human element is addressed and that all ideas get reviewed with proper communication, acted upon if appropriate, tracked for return-on-investment, rewarded and communicated. If an idea is rejected, the submitter should know why. For innovation to be self-sustaining, the community needs to know who contributed what and when, the benefit to the organization and how contributors were recognized. The best innovation strategies are built into a collaborative culture that encourages employees to work together in teams to come up with new ways to improve processes, outcomes and experiences.
Fees: Innovation companies usually charge professional service fees and often technology setup and per-seat charges.
Return-on-investment: Innovation is one of the most measurable of all engagement tactics; it is clearly tracked by the value of the ideas implemented.
Rewards and Recognition
In perhaps no area of engagement is more money spent based on the least amount of science. Although there are now dozens of useful studies on the best use of rewards and recognition, most companies fail to follow basic principles identified by years of research and supported by common sense.
Program design: The way a gift, incentive, or recognition program is designed is as important as the reward itself. Great care should be given to make sure that the right behaviors are encouraged and messages sent, and that there are no overlooked or unintended consequences.
The reward experience: It is equally important to distinguish between rewards/recognition and compensation and pricing, and to make sure that the selection of the product, the brand and the personalization and customization of the reward is appropriate and heartfelt, in such a way that it creates a buzz throughout the entire organization. The most effective programs use brands selectively as a medium to tell a story about the company’s values and understanding of the recipient or include some kind of memorable experience.
Fees: Many rewards and recognition companies roll their catalog, technology and advisory fees into the reward markup; others might separate out fees for the catalog or advisory fees.
Return-on-investment: Generally, these organizations can be evaluated against the scorecard developed for the program in which they are used—i.e., to promote specific behaviors, actions, or results consistent with the brand, values and objectives. Recipient surveys can be used to track the reward and redemption experience.
Association. Recognition Professionals International
Over the last few years, many organizations have stepped up their efforts to provide flexible working arrangements, perquisites, discounts on products, health club memberships and other benefits to attract talent. All these programs have sustainable value only if they’re part of a CEO-led strategic and systematic approach to engaging all stakeholders. Rarely do perquisites have sufficient value to offset the pernicious effects of indifferent CEOs or managers. Under the best of circumstances, benefits and perquisite programs are designed to align with the brand, culture, values and objectives so that they’re consistent with the overall organizational story, brand and culture.
Fees: Business models vary widely depending on the type of perquisite, with some employee discount programs having a very low cost based on the ability of the organization to generate aggregate buying volume.
Return-on-investment: Higher retention and net promoter scores.
This may be one of the more misunderstood elements of engagement. Analytics go beyond straightforward data analysis to detect leading indicators and prescriptive solutions based on those indicators. Modern analytics is not about looking backward but using regressive analysis and other techniques to predict the future and/or to run “what-if” scenarios based on actual behavioral data rather than simple surveys. This sounds pernicious but used in the cause of helping create a better employee or customer experience, analytics provide a powerful tool. For instance, while most companies don’t follow these findings, analytics often indicate that the faster a company responds to an upset customer (i.e., the quicker that unhappy person finds a soothing human being), the better the outcome in terms of re-engagement and a greater willingness to recommend.
Fees: These companies charge professional service fees to provide the high-level brainpower and database analysis necessary to come up with actionable, data- and behavior-based recommendations or warnings, as well as recommendations on the most useful data available to achieve actionable results.
Return-on-investment: Recommendations for specific strategies or tactics that can lead to more predictable, positive results or anticipate problems and be tested in the field.
Associations: Association for Talent DevelopmentSociety for Human Resources ManagementWorld at WorkHuman Capital Institute.
Engagement Technology
Companies seeking to engage an enterprise of customers, employees, distribution partners, vendors and communities can use a wide variety of technology platforms, when the ideal state is to integrate and align engagement across the enterprise in the way achieved by CRM (customer relationship management) technology. The rise of an enterprise approach to engagement has spurned the development of a new category known as Enterprise Engagement Technology that seeks to integrate and align on one platform all the key audiences as well as the key areas of engagement, including assessment, communications, learning, community and diversity, innovation, rewards and recognition, etc. These technologies may or may not be linked to a specific reward system or designed to be linked to any reward solution desired. Some incentive, recognition and loyalty companies have their own proprietary platforms.
Fees: Generally, there are setup and customization charges, as well as per-seat fees and additional costs for rewards, catalog curation, redemption, shipping and customer service. Some companies will charge less for the technology if there is a reward program, and perhaps nothing for the technology if there is enough reward volume. Some companies will not let you use their technology unless there are rewards involved.
Return-on-investment: Enterprise engagement technology has the potential to be the equivalent of customer relationship management (CRM) for the enterprise that goes beyond tracking relationships to promoting and enabling all the behaviors and actions conducive to organizational success. The resulting measures will be higher revenue per customer and employee and higher talent and customer net promoter scores.

Part 4: Resources 

This section provides a list of white papers, research, YouTube shows, and tools to learn more about the implementation of Purpose Leadership. 

Purpose Leadership
Research on Financial and Other Impacts of Purpose Leadership and Human Capital Reporting
Major Sources of Waste at Many Organizations
Human Capital Management and Reporting
Information About Investors and Economic Pressures
Enterprise Engagement Alliance Training and Resources
Stakeholder Management and Purpose Leadership Organizations

Purpose Leadership 

Stakeholder Capitalism Primer
A history of the movement dating back to the 1980s, well before the concepts of Environmental, Social, Governance (ESG), or “Woke” capitalism. This article provides a framework for Purpose Leadership and how it compares with traditional leadership. 

EEA Maturity Index Stakeholder Management Assessment Calculator 
This free tool from the Enterprise Engagement Alliance enables anyone to conduct a quick confidential assessment of the maturity of their people management practices. Organizations can license a version to conduct a thorough assessment of their organization by surveying key stakeholders. 

Is Your Organization Based on Shareholder or Stakeholder Capitalism Principles
Use this checklist to quickly find out. 

Seeking an MBA in Stakeholder Capitalism Principles?
A profile of the University of Virginia Darden School of Business, the birthplace of stakeholder management theory.

Effective Practives: Stakeholder Management Implementation
A concise, practical step-by-step guide for implemenation a stakeholder approach to strategic management.

State of Stakeholder Capitalism 2024
A report on the state of the field following the Davos Conference of the World Economic Forum. 

Stakeholder Capitalism Metrics 2024
150 companies agree to the Stakeholder Capitalism disclosures of the World Economic Forum. 

Profile of a Purpose Leader: CSC CEO Joe Hinrichs
This article and EEA YouTube show highlights the principles and framework of stakeholder management. 

EEA YouTube September 2023 Update on Stakeholder Capitalism
Martin Whittaker, CEO of JUST Capital, the leading stakeholder authority, and R. Edward Freeman, Professor of Business Administration at the Darden School at the University of Virgina, discuss the state of the field in light of the anti-ESG backlash. 

Stakeholder Capitalism Cheat Sheet

Now that a US presidential candidate Vivek Ramaswamy has made the non-partisan Stakeholder Capitalism movement a political football, the Enterprise Engagement Alliance has published an FAQ for people seeking to get themselves up to date on what promises to be a widely discussed topic now that it has entered the political realm.

Is Your Organization Already on the Path to Stakeholder Capitalism?
Use this quick checklist to find out. 

Shareholder Versus Stakeholder Capitalism? Which Is Better for Business?
Use this quick checklist to determine which you feel to be better for business. 

Memo to CEOs: How to Stay Out of Politics
This article provides the template for a single policy statement organizations can issue if they wish to stay out of politics, social, or other external issues unrelated to their purpose, goals, and objectives. 

In His Own Words, Milton Friedman Was a Stakeholder Capitalist
Shareholder capitalists who try to hold Milton Friedman up as a supporter of their business model have conveniently overlooked key elements of his principles. 

2023 Mid-Year Report on the State of Stakeholder Capitalism
Despite headwinds in the US caused by a confusion over definitions, the movement continues to make progress. 

August 2023 Update on the Anti-ESG Movement
The anti-ESG movement is both helping to put the focus on value creation instead of greenwashing as well as potentially helping to thwart transparency. 

Stakeholder Capitalism Crosses Red-Blue State Divide
19 Republican,17 Democratic, and 1 Libertarian party governor have enshrined public benefits corporation statutes into the corporate laws of their states. 

How to Apply the Principles of Stakeholder Capitalism to Better Governance
This article demonstrates that stakeholder management principles can apply to government as well. 

Was Milton Friedman a Stakeholder Capitalist?
This author argues yes in a Fortune magazine article.

The Davos Manifesto

The first formal document known to article the principles of Stakeholder Capitalism, first published by the Switzerland-based World Economic Forum in 1973 under the direction of its founder Klaus Schwab.

EEA YouTube Show. The State of Stakeholder Capitalism With Edward Freeman, the “Father” of the Movement. (45 minutes.)  Click here
This is a frank conversation with the professor who's 1984 book Strategic Management: A Stakeholder Approach is the first known academic book on the subject.

New European Union Corporate Sustainabilty Reporting Directive Will Have Wide Impact
Some believe that this new law will accelerate the shift to Stakeholder Capitalism principles around the world. 

The Business Roundtable Redefinition of the Organization
Here is the precise text of the August 2019 pronouncement that created so much controversy.

Bart Houlahan, B Lab Co-Founder on the Stakeholder Capitalism Controversy
This ESM (Engagement Strategies Media) article and EEA YouTube show provide a perspective on Stakeholder Capitalism from someone involved in the field a decade or more before the Business Roundtable 2019 update of the corporate charter to address the interests of all stakeholders. 

Bank CEO on the Economics of Stakeholder Capitalism
This 2023 article in The Hill by Randell Leach, CEO of Beneficial State Bank in Oregon, explains why people opposed to Stakeholder Capitalism are actually anti-capitalist. 

Opinion: Stakeholder Capitalism Is a 40-Year-Old-Field--Partisans Have Hijacked it
Four leading professors who have dedicated their careers to the underlying business management and ethics of Stakeholder Capitalism argue that the field has been hijacked by people using it for partisan purposes who have no understanding of what it is.

Stakeholder Capitalism: Why Something We All Can Agree Upon Struggles to Break Through
This report demonstrates why a management approach that addresses many of the concerns of both liberals and conservatives has not caught on, despite the common interests.

An Overview of ISO (International Organization for Standardization) Annex SL Standards
The world's leading standards organization, recognizing the importance of a stakeholder approach, has baked a stakeholder approach into the framework of about 70 business practice standards, including ISO 9001 quality management standards followed by over 1 million companies worldwide. 

Stakeholder Management Professor Questions the Benefits of ESG Spotflight
A professor with 35 years of experience in Stakeholder Management looks at the positive and negative sides of the new spotlight on Stakeholder Capitalism. 

Use this quick checklist to determine if your organization is a Stakeholder Capitalism company. 

EEA YouTube Show. The Stakeholder Capitalism Controversy, With Corporate Governance Experts (One hour.) Click here
Former Delaware Chief Justice Leo E. Strine, Jr., an early proponent of Stakeholder Capitalism and Public Benefits Corporations and related statutes, joins Larry Beeferman, an independent consultant and Fellow on Work Life and Labor at the Harvard Law School, to address the current challenges to Stakeholder Capitalism coming from the left and the right.

A Model Example of Stakeholder Capitalism
This report uses ISO 30414 Human Capital and ISO 10018 People Engagement standards to create the model for a perfect example of a Stakeholder Capitalism based company based on a real example from the author's experience. 

Can Stakeholder Capitalism Save Capitalism? First We Must Define It
This article in Forbes published in 2020 provides a definition based on the field's nearly 30 years of history. 

Harvard Business School Legend Michael C. Jenson Renounces Shareholder Capitalism
He says: "Shareholder Capitalism is stupid. Stop it." 

Governance Expert Defines Stakeholder Capitalism and Its Implications
"If done right, Stakeholder Capitalism can benefit all the interests we care about while preserving our individual freedoms," says Leo E. Strine Jr., a former Delaware Supreme Court Justice.

Meta-Analytis of Stakeholder Engagement Academic Theory
A comprehensive review of academic research on all aspects of stakeholder engagement theory by professors in Europe. 

Summary of Academic Books on Research
A separate overview of research and books on Stakeholder Management going back to 1984. 

Fishing With Dynamite

A short documentary film produced by Bidhan (Bobby) Parmar, a professor at rh Darden School at the University of Virgina, that tells the history and story of Stakeholder Capitalism through the eyes of its founders, advocates, business leaders, and economists on the left and the right. 

The Stakeholder Podcast
A weekly podcast with experts and observers in all areas of enterprise hosted by R. Edward Freeman, arguably the founder of the academic field of Stakeholder Management, the underlying theory of Stakeholder Capitalism.

Was Milton Friedman an Early Stakeholder Capitalist?
The author of this Fortune magazine article thinks so.

The Stakeholder Capitalists Toolkit
This article outlines the organizational tactics needed to implement an enterprise approach to engagement.
Yes, Stakeholder Capitalism Can Transform Society
This article explains the connection between Stakeholder Capitalism and a better society.
Stakeholder Capitalism Definition
The EEA has proposed a formal definition for a field that is widely debated without having an entry in the dictionary.

Ten Big Fallacies About Stakeholder Capitalism
No, it was not created by the Business Roundtable. It has nothing to do with "Woke" or fig leaf capitalism, and it's a field that dates back nearly 40 years, long before Environmental, Social, Governance (ESG) was even a name.

Stakeholder Capitalism is a 40-Year-Old Field: Partisans Have Hijacked it
Professors who helped create the underlying theory for Stakeholder Capitalism reflect on the impact of recent publicity.

Stakeholder Capitalism Professor Questions the Benefits of ESG Spotlight
The new spotlight on ESG is both good and bad. 

The Stakeholder Capitalism Podcast
Select audio recordings of Enterprise Engagement Alliance YouTube shows focusing specifically on the implemenation of Stakeholder Capitalism or related trends and issues.

Does the Stakeholder Capitalism Movement Create the Environment for Union and Management Reset?
Two labor experts discuss the potential for labor and management cooperation and how unions can add value. 

How Labor and Management Can Create Value Through Cooperation
Four professors at a new program at the Brandeis University Heller School for Soclal Policy and Management discuss how labor and management can begin to move toward greater cooperation. 

Brand Engagement 360: A Roadmap for Implementation
A primer produced by the Enterprise Engagement Alliance on how to design and implement a strategic approach to people engagement across the enterprise.

Stakeholder Capitalism in Action: Publix Supermarkets
A case study by Jeffrey Harrison, W. David Robbins Chair of Strategic Management at University of Richmond.

NYSE-JUST Capital Webinar Features Executives on What Stakeholder Capitalists Perform Better 
Business Roundtable: CEOs Must Commit to Benefiting All Stakeholders
Article about the Business Roundtable decision to redefine an organization’s charter to address the needs of all stakeholders.
New Analysis: More CEOs Call for an Enterprise Approach to Engagement: Now What?
News Analysis – Stakeholder Capitalism: It’s Time for Action
News Analysis: The Action Plan for Stakeholder Capitalism
Virtual or Live EEA Education Program on Stakeholder Capitalism, Human Capital Management, and ROI of Engagement

EEA YouTube Show. How Great Companies Deliver Both Purpose and Profit. Click here.
Panelist: Alex Edmans, Professor of Finance, London Business SchoolGrow the Pie: How Great Companies Deliver Both Purpose and Profit”.
EEA YouTube Show. Strategic Culture: Baking Purpose Into Process. Click here.
Panelist: Ralf Spechtretired Founder, Spark44 (now part of Accenture) and author, Building Corporate Soul.

EEA YouTube Show. Introduction to Stakeholder Capitalism...From Concept to Action. (30 minutes.) Click here.
Panelists: Martin Whittaker, founding CEO of JUST Capital, an independent nonprofit organization that is equipping the market with the data, tools, and insights it needs to deliver on the promise of stakeholder capitalism.; Barbara Porter, as an expert in culture and customer experience, currently as a Managing Director at EY; Gary Rhoads, as Professor Emeritus of Marketing and Entrepreneurship at BYU’s Marriott Business School, a founder of the Enterprise Engagement framework developed in 2009 based on the principles of Stakeholder Capitalism before the name was widely used, and also Chairman of Xvoyant, a sales engagement company.

EEA YouTube Show. Stakeholder Capitalism, Human Capital Management, and the Opportunity for HR With Dave Ulrich. (60 minutes.) Click here.
Panelist: David Ulrich, Speaker, Author, Professor Thought Leader on human resources management, leadership, and organizational management. 

CEO Chat on Stakeholder Capitalism and Enterprise Engagement. (30 minutes.) Click here.
Panelists: EEA Founder, Bruce Bolger, with show hosts Al Cini, CEO of BCAT Brand Alignment and Joe Asumendi, Managing Partner, Al Cini & Partners.

EEA YouTube Show. Stakeholder Capitalism, Human Capital Management, and the Opportunity for HR With Dave Ulrich. (60 minutes.) Click here.
Panelist: David Ulrich, Speaker, Author, Professor Thought Leader on human resources management, leadership, and organizational management.

Research on Financial and Other Impact of Stakeholder Capitalism and Human Capital Reporting

To Enhance Performance, Employee Happiness Isn’t Enough: Engagement Requires a System, Not Bells and Whistles
This August 2022 report from Gallup research legend Jim Harter offers actionable wisdom probably overlooked at 80% or more of organizations on the true costs of poor quality and productivity. This report spells out the costs in specific terms and offers a system for addressing the engagement challenge. Hint: it's not a bright shiny object.

New Study Outlines Benefits and Roadmap for Stakeholder Value Creation
The Said Business School  at Oxford University identfies the connection between value creation strategies and performance.

Research Documents Connection between Customer Engagement and Employee Experience
This report was published recently in the Harvard Business Review demonstrating what the authors feel is a surprising connection. 

Best Companies in JUST Capital Portfolio Consistently Outperform Their Competitors
The JUST Overall Weighted Score takes into account the 20 core Issues identified through our survey research as top priorities for just business – including paying a living wage, supplying locally, and acting ethically, has outperformed the Russell 1000 by 13.7% as of Dec. 31, 2023 since its inception since November 2016.  

Barron’s List of Most Sustainable Companies Outperforms S&P by Nearly 30% in 2021
In the fifth annual Barron’s ranking of America’s Most Sustainable Companies, shares of the 100 companies on its list a 34.4%, on average, in 2021, besting the S&P 500 index’s 28.7%. Overall, 47 of the companies beat the index. The list of companies in these rankings have consistently outperformed the S&P 500, 

28 Year Study of Stock Returns of Companies That Are Great Places to Work
This study by Alex Edmans, Professor of Finance at the London Business School of the stock market results of Great Places to Work companies over 28 years finds a clear connection between stock performance and employee satisfaction.
The Enterprise Engagement Alliance Engaged Company Stock Index
The Engaged Company portfolio outperformed the S&P 500 (including dividends) by 37.1 percentage points between Oct. 1, 2012 and June 1, 2018, when the study was halted based on its consistent results. The Good Company portfolio created by McBassi Inc., an analytics firm, included 47 companies with combined high scores as employers, sellers, and stewards of the community and environment. The composition of the portfolio was periodically updated (for the last time on Jan. 31, 2017), based on updated data from the Good Company Index, before completion of the study.
Gallup Study: The $7.8 Billion Worldwide Cost of Low Engagement
Employees who are not engaged or who are actively disengaged cost the world $7.8 trillion in lost productivity, according to this Gallup's “State of the Global Workplace: 2022 Report”. That's equal to 11% of global GDP, according to the authors. In 2021, 21% of the world's employees were engaged at work. Although this is an increase of one percentage point from 2020, we have still not returned to our peak of 22% recorded in 2019.
The Value of Employee Satisfaction in Disastrous Times: Evidence from COVID-19
Further support for the impact of employee satisfaction and financial returns icomes from professors in China in a recently published study by Chenyu Shan and Dragon Yongjun Tang, (March 30, 2022).  It finds that “employee treatment is an important but challenging element of corporate environmental, social, and governance (ESG) policies. Satisfying employee needs can increase corporate productivity but is also costly to shareholders. Using unique data for Chinese publicly listed firms, we show that having satisfied employees is valuable to the firm. Specifically, firms with higher employee satisfaction scores withstand COVID-19 better, in terms of stock market performance, an effect that appears to occur in non-pandemic periods.

Case Study: Publix 
Professor Jeff Harrison of the Robins School of Business at the University or Richmond in Virginia analyzes the business practices of Publix supermarkets., considered an exemplary example of an organization that harmonizes the interests of employees and customers. 
Putting the Service Profit Chain to Work
The service-profit chain establishes relationships between profitability, customer loyalty, and employee satisfaction, loyalty, and productivity. The links in the chain (which should be regarded as propositions) are as follows:
*Profit and growth are stimulated primarily by customer loyalty.
*Loyalty is a direct result of customer satisfaction.
*Satisfaction is largely influenced by the value of services provided to customers.
*Value is created by satisfied, loyal, and productive employees.
*Employee satisfaction, in turn, results primarily from high-quality support services and policies that enable employees to deliver results to customers." The article is authored by Harvard Business School Professors James L. HeskettThomas O. JonesGary W. LovemanW. Earl Sasser, Jr., and Leonard A. Schlesinger.
The Surprising Economics of a People Business
This 2005 article in Harvard Business Review by Rainer Strack, Managing Partner Emeritus at the Boston Consulting Group, and Felix Barber, also a former Boston Consulting Group managing partner, makes the case for managing and measuring people as an asset rather than a sunk cost. They recommend replacing traditional metrics “with financially rigorous people-oriented metrics—for example, a reformulation of a conventional calculation of economic profit, such as EVA, so that you gauge people, rather than capital, productivity.” EVA (Economic Value Added), attempts to measure a firm's true economic profit after deducting an average cost-of-capital interest charge on the net assets used in the business, according to an article in the Harvard Law School Forum on Corporate Governance.
They continue, “Once you have assessed the business’s true performance, you need to enhance it operationally (be aware that relatively small changes in productivity can have a major impact on shareholder returns); reward it appropriately (push performance-related variable compensation schemes down into the organization); and price it advantageously (because economies of scale and experience tend to be less significant in people businesses, price products or services in ways that capture a share of the additional value created for customers).”
Manage Your Human Sigma
This study authored by former Gallup executives John H. FlemingCurt Coffman, and James Harter, published in the Harvard Business Review, finds a direct causal connection between employee and customer engagement and financial results.

The Impact of Corporate Social Responsibility on Firm Value: The Role of Customer Awareness
This academic study published in 2013 finds that Corporate Social Responsibility activites can have a positive impact on organizational performance but generally only in cases in which the company already has high levels of brand awareness. 

Journal of Financial Economics Study: The Overlooked Financial Impact of Culture
Survey find that most CEOs know that culture creates value, but few understand how to make it happen. The professors have an answer: it takes a system.

Linking Organizational Characteristics to Employee Attitudes and Behavior –
A Look at the Downstream Effects on Market Response & Financial Performance

A study conducted in 2005 by the Forum for People Performance Management and Measurement at the Medill School of Journalism, Media, and Marketing Communications at Northwestern University showing a direct link between employee and customer engagement and performance. 

Major Sources of Waste at Many Organizations

To better understand the state of efficiency in many areas of stakeholder management, the EEA held a series of YouTube shows with leaders in marketing, human resources, and customer service. Their candid and authentic responses are eye-opening: organizations waste huge sums on practices in marketing, customer service, and human resources with the wrong measures and little to no meaningful return-on-investment measures or continuous improvement processes. The waste involved is by no means petty. Human resources, marketing, and customer service represent a significant percentage of the typical organization's expenses. These EEA shows were produced in fall 2023. 

CX Experts: Service Will Get Worse Before It Gets Better
Four experts in customer experience, each with decades of practice, believe that customer service has reached all-time lows while prescribing practical solutions on how to improve it.

Dave Ulrich on the State of Strategic Human Resources Management
About 20% of large companies are on the path to a more strategic and systematic approach to stakeholder management, 60% are receptive, and about 20% will always prefer the short-term approach of profit generation, says one of the world's most recognized authorities on human resources management. 

Marketing Is Generally Broken But Can Be Fixed
The panelists agree that marketing is fundamentally broken but there is a clear framework for success that has existed for decades. Their conclusion: organizations waste vast sums on marketing that doesn't work measured by the wrong metrics. 

EEA Show Explores Negotiating Labor Agreements in Era of Stakeholder Capitalism
This interview with four experts in labor-management relationships highlights the enormous cost of the current adversarial model between labor and management and what can be done about it. 

EEA YouTube Show--The Overlooked Art and Science of Job Design
This session with job design experts focuses on the nitty-gritty elements that have significant impact on engagement: the tasks and autonomy given to people. The expert panelists are Thomas Bertels, Founder and Principle of Purpose Works Consulting LLC, and Ellen G. Frank-Miller, PhD, Founder and CEO of WORC (Workforce & Organizational Research Center). This show highlights another serious source of waste: poorly designed jobs that foster low engagement, productivity, and high turnover. 

Human Capital Management and Reporting

New European Union Corporate Sustainabilty Reporting Directive Will Have Wide Impact
This article and link to a video show with an ESG attorney and human capital expert detail the significant impact on companies that do business in the European Union or with EU companies with more than 250 employees. 

A 30-Minute EEA YouTube Video Demonstrating the People Value Impact Calculator
This demo explains the basis for and actual application of a quick and easy way for organizations to quickly track the source of value creation through people; identify waste and disparities; measure the long-term impact of people initiatives, and much more. 

EEA YouTube Show Provides an Overview of the Environmental, Stakeholder, and Governance Aspects of the EU CSRD Law
Stephan Grunwald, Senior Partner and founding member of Germany-based 4C GROUP; Dr. Heiko Mauterer, Senior Partner of 4C GROUP; Bruce Bolger, Founder of the New York-based Enterprise Engagement Alliance, and Zahid Mubarik, Founder of Pakistan-based HR Metrics provide an overview of the environmental, stakeholder and governance framework of the new EU Corporate Sustainability Reporting Directive.

EEA YouTube Show Panelists Predict in October 2023 That SEC Will Act on More Human Capital Disclosures 
Four international experts provide an update on the state of awareness and action on the new European Union Corporate Sustainability Reporting Directive. 

Dave Ulrich on the State of Strategic Human Resources Management
Ulrich returns to the EEA YouTube show program in November 2023 for an update on his mission as more people in the human resources profession begin to talk about value creation and operating systems.

Wall Street Journal, Management Consulting, and Legal Coverage of the EU CSRD as of Spring 2023
Here is what the Wall Street Journal reported in April and attorneys and management consulting are telling their clients.

Executive Brief: How to Create a World-Class Corporate Sustainability Report for Your Organization
This detailed report provides a roadmap for creating a Corporate Sustainability Report aligned with the new European Union Corporate Sustainability Directive.

EEA Show Explores Negotiating Labor Agreements in the Time of Stakeholder Capitalism
This topic was recently discussed in an EEA YouTube Show, “Unions in the Emerging Era of Stakeholder Capitalism,” featuring Thomas Kochan, George Maverick Bunker Professor Emeritus of Management at the Sloane School of Management at MIT and Larry Beeferman, Independent Consultant and Fellow at the Harvard Law School Center for Labor and a Just Economy.

Few Signs Yet of Stakeholder Management, Reporting Leadership From Consulting Firms

An analysis of the web sites of 13 of the leading management consulting and corporate communications firms finds that nearly half have discussed the issue with clients but fewer signs of the creation of formal practices to assist with corporate sustainability reporting.

2023 Survey Finds 70% of Companies Ill Prepared for ESG Reporting
The results find widespread admissions of greenwashing.

Glassdoor Study Finds High Levels of Greenwashing
This study of how employees feel about their organizations' ESG practices suggests there's much more talk than action. 

Overview of the New Securities & Exchange Commission Human Capital Disclosures
For the first time, the SEC requires US public companies to disclose human capital practices.

Overview of the new European Union Corporate Sustainability Reporting Directive
The European Union has issued new corporate sustainability reporting requirements that include details on practices and metrics on engagement with customers; employees and employees of supply chain and distribution partners, and the environment.

Early SEC S-K Human Capital Disclosures Reflect a Practice in its Infancy
This article provides an analysis of 12 of the first companies making SEC human capital disclosures in November 2020

Who Says You Can't Manage the ROI of Employee Engagement Processes?
This report from the American Productivity & Quality Institute demonstrates how total quality management systems can be applied to people engagement in a highly measurable manner.

The ROI Institute 
This organization has created a highly effective method for evaluating the return on investment of almost any type of endeavor in both qualitative and quantitative ways.

Primer on ISO 10018 Quality People Management Standards and Certification
ISO 10018 Renamed to: “Quality Management – Guidance for People Engagement”

ISO 30414 Overview

A short primer in ISO 30414 Human Capital reporting standards.
Allianz is Fourth Company to Publish ISO 30414 Human Capital Report Verified by Audit
This article highlights the four companies as of April 2022 that have published independently verified human capital reports conforming with ISO 30414 standards.
What You Need to Know About Human Capital Corporate Responsibility Reports
Use This Free Checklist to Evaluate Your Human Capital Reporting
Anatomy of  Human Capital Management Plan Development
This article explains the process of conduct a human capital gap analysis and development of a human capital management plan and reporting process.
EEA Releases First Draft Ratings on Human Capital reporting
View the human capital ratings for Micron and Macy’s.
Case Study of a Human Capital Gap Analysis
This article provides insights on how to create a formal human capital plan.
Use This Checklist to Evaluate Your Human Capital Reporting
This checklist makes it easy to determine the effectiveness of your human capital strategy.
The Perfect Company: Anatomy of an Ideal Practitioner of Stakeholder Capitalism Seen Through Its Human Capital Report
Use this “model” company and its human capital management plan, including tactics, as a model for Stakeholder Capital in action.
Model for an Ideal Human Capital Report
Use this model Human Capital report to create the framework for your company’s own human capital reporting strategy.
Tech Firm Publishes ISO-Conforming Human Capital Report as a Marketing Strategy, Not Compliance
Use this human capital report as a guide for creating an ISO-conforming human capital report.
Allianz ISO 30414 Conforming Human Capital Report
Svetlana Goryushkinia, CHRO, JetRuby; David Simmonds Chairman, HCM Metrics, Freeman-Guild of HR Professionals in the United Kingdom.
Verified by the 4C Group, the European Union affiliate of the Center for Enterprise Engagement at certification service.
Deutsche Bank ISO 30414 Conforming Human Capital Report
Verified by the 4C Group, the European Union affiliate of the Center for Enterprise Engagement at certification service.
ISO Issues Formulas to Calculate Key Human Capital Metrics
This report provides a list of ISO standards containing standardized formulas to calculate human capital metrics.
The Coming Need for Incentive Program Design Expertise
What you need to know about providing professional design services to organizations.

EEA YouTube Show. Profile of JetRuby ISO 30414 Human Capital Reporting Process. (35 minutes.) Click here.
Panelists: Svetlana Goryushkinia, CHRO, JetRuby; David Simmonds, Chairman, HCM Metrics, Freeman-Guild of HR Professionals in the United Kingdom.

EEA YouTube Show. Profile of Allianz and Infineon ISO 30414 Certification Process. (45 minutes.) Click here.
Panelists: Ingo Kohrmeyer, Global Head of HR Services and People Operations for Infineon Technologies AG, a German semiconductor manufacturer founded in 1999, and Jochen Fehringer, Head of HR Analytics for Allianz, a leading multinational financial services firm based in Munich, joined Dr. Heiko Mauterer of 4C Group Management Consulting, a leading ISO 30414 certification company in Germany.

EEA YouTube Show. How to Educate the C-Suite on the Importance of Human Capital Management, Metrics, and Engagement(60 minutes.) Click here.
Panelists:  Amy Armitage, Chair, Human Capital Investment & Reporting Council, Program Director,The Conference Board; Alex Edmans, Professor of Finance, London Business School, and author of Grow the PieSonia Consiglio Favaretto, UNGC SDG Pioneer/Chair of the Global Reporting Initiative Brazil Advisory Board/ Vice-chair of the CDP Board; Laura Queen, EdD, CEO,, a mid-market M&A advisory firm focusing on human capital risk analysis, with 20-plus years in HR management. 

EEA YouTube Show. Human Capital Management, Metrics, and the Emerging Role of the CFO. (60 minutes.) Click here.
Speakers· Dave Bookbinder, Senior Director at CFGI, (a leading accounting advisory company) and author of The New ROI: Return on Individuals; Glen Hartenbaum, CFO, Gemini Bakery Equipment Company; Jim Caruso, CFO, Simplura Health Group; Kimberly Lanier, Associate Director, Organizational Transformation, Protiviti.

EEA YouTube Show. Why Human Capital Reporting Will Become Required and What That Means. (30 minutes.)  Click here
Panelists: Amy Armitage, Chair Human Capital Investment & Reporting Council, Program Director The Conference Board with over a decade of experience related to human capital management and reporting; Eric Darrisaw, a Senior Consultant with Lazarus Advisors LLC, a securities industry expert with 30 years of experience advising institutional investors and shareholder advocacy groups on proxy voting, corporate governance, and diversity issues Dorien Nunez is a speaker, author, researcher, and Principal and Co-Founder of the OMNIResearch Group, and Nick Shepherd, Fellow Charterered Professional Accountants Canada, and author of the recently published How Accountants Lost Their Balance. 

EEA YouTube Show. Human Capital Materiality: What This Means for Every Organization. (60 minutes.)  Click here.
Panelists: Solange Charas, PhD., Founder and CEO of HCMoneyball; Larry Beeferman, PhD., Independent Consultant; Fellow, Harvard University Labor/Worklife program; and Neri Bukspan, EY, Americas Accounting, Reporting, and Governance leader.

EEA YouTube Show. Human Capital Management and Metrics and ROI of Engagement. (60 minutes.) Click here.
Panelists: Gary Rhoads, CEO Xvoyant; Professor Emeritus, Marketing and Entrepreneurship, Marriott Graduate School of Business, Brigham Young University; and EEA Academic Advisor; Bruce Bolger, Founder of the Enterprise Engagement Alliance at, and Todd Hanson, President of Catalyst Performance Group and EEA advisor on Business Operating Systems and engagement return-on-investment. 

EEA YouTube Show. Human Capital Is a Marketing Issue—CMOs Just Don’t Get It Yet (65 mins.)  Click here.
Panelists: Allan Steinmetz, Founder, CEO, Inward Consulting and Ralf Specht, retired Founder of Spark44, and international advertising agency, and author, Building Corporate Soul.

EEA YouTube Show. The ROI on Individuals From a Financial Perspective. Click here for a recording and summary of this session.
This session is part of the formal Enterprise Engagement curriculum and certification program that is included in the test for certification. 
Speaker. Dave Bookbinder, Managing Director, B. Riley Financial, and author of The New ROI: Return on Individuals.
Guest Panelists. Amy Armitage, Founder and Co-Chair, Human Capital Investment and Reporting Council, and Laura Queen, Founder and CEO, 29 Bison, and author of People Economics: Defining and Measuring the True Value of Human Capital.
EEA YouTube Show. The Tactics of Enterprise Engagement. Click here for a recording and summary of the session.
This formal part of the EEA Enterprise Engagement curriculum kicks off with a panel discussion with various experts.
Guest panelists. Dr. Heiko Mauterer, Board Member, Four C Group Management Consultancy, an HR advisory firm and ISO 30414 certification company; Jervis DiCicco, Founder, CEO, ProsperBridge, a HR support and benefits company; Darwin Hanson, Founder, CEO, Talent Management Evolution, a talent management and human capital technology firm.
EEA YouTube Show. Metrics and Return on Investment. Click here for the summary and to view. This program is a formal part of the EEA curriculum and certification program with an introductory guest panel discussion. 
Guest panelists.  Allan Schweyer, Senior Research Consultant, Center for Human Capital Innovation, and Chief Research Advisor and Todd Hanson, President, Catalyst Performance Group, on return-on-investment measures. 
EEA YouTube Show. Case Studies. Click herfor a recording and summary of the program.
"Treat Your Salespeople Like Volunteers" is the mantra of veteran sales training executive Richard (Rick) Beers of Sunovion, a Japanese leader in treatments for central nervous system pharmaceuticals. He and Todd Hanson, CRP, CPIM of Catalyst Performance Group, Inc., a specialist in ROI of engagement processes, kick off Class Six of the Enterprise Engagement Alliance live and recorded training program on stakeholder management implementation by sharing Sunovion’s holistic yet highly measurable approach to engaging and equipping salespeople through training.

EEA YouTube Show. Human Capital Management and Reporting, Click here for a summary and to view.
Speakers:  Dr. Solange Charas, Founder and CEO of HCMoneyball and Adjunct Professor on Human Capital Management, Columbia University, New York  University, and University of Southern California, and co-author of Humanizing Human Capital: Invest in Your People for Optimal Business Results, with Stela Lupushor, Chief-Reframer, Reframe.Work Inc. and co-author of the book.
Summary. This session takes attendees through the transition from looking at people as a sunk cost to a source of value creation. 

EEA YouTube Show. How to Educate the C-Suite on the Importance of Human Capital Management, Metrics, and Engagement(60 minutes.) Click here.

Information About Investors and Economic Pressures 

These articles provide background on the reasons why investors now are focused on engagement and other human capital investments.
Global Reporting Institute Sustainability Report Database
Search for the sustainability reports of a growing number of organizations; learn how to create sustainability reports, and submit your own.
Embankment Project Was Among the First to Advocate for Inclusive Capitalism Disclosures That Include Customers
World Economic Forum Announces Metrics for Stakeholder Capitalism
The standards, supported by 120 of the world’s leading companies, include multiple disclosures related to people management.
New Davos Manifesto Calls for Enterprise Approach to Engaging All Stakeholders
Securities & Exchange Commission Petitioned to Mandate Disclosure of Human Capital Investments, Engagement
This article highlights a petition by major investors to the SEC asking that public companies be required to disclose information on their human capital and engagement investments.
Accounting Profession Faces Increased Pressure to Address Human Capital Reporting
This article highlights a growing push in the accounting world to account for the 80% of book value attributed to good will by accounting for human capital and other related assets.
$6 Trillion Investor Coalition Sees Link Between Human Capital Management and Shareholder Return
Why major investors are pushing for disclosure of human capital investments and engagement.
Blackrock Joins Ranks of Big Investors Focused on People
More information on investor interest in human capital and engagement.
Q-A With CalPERs on its Strong Support for Human Capital Disclosures by Public-Companies
The New Human Capital Mandate: Has it Arrived?
Understand the potential impact of the new Securities & Exchange Commission (SEC) Human Capital disclosure language in the new proposed SK regulations.

Business Roundtable: CEOs Must Commit to Benefiting All Stakeholders

Human Capital Gains Traction in Accounting Field
News Analysis: Will CFO’s Take Charge of Human Capital Metrics?
The Surprising Economics of a People Business 

Enterprise Engagement Alliance Training and Information

Enterprise Engagement Alliance at
 for general information about the principles and implementation of the “S” of ESG.
ESM at, founded in 2009, for news, information, and research updated weekly on stakeholder engagement and implementation of Stakeholder Capitalism, and the marketplace. Subscribe here.
RRN at, founded in 1996, for weekly news, research, profiles, case studies and more on Total Rewards marketplace--founded in 1996, with over Subscribe here.  

Linkedin for Bruce Bolger, EEA Founder:

EEA Linkedin:
Enterprise Engagement for CEOs: The Little Blue Book for People-Centric Capitalists. A 120-page introduction for CEOs and senior management  seeking to profit from Stakeholder Capitalism principles.
Enterprise Engagement: The Textbook 5th Edition at The complete guide to to the implementation of Enterprise Engagement practices  across the organization.
EEA Enterprise Engagement and Human Capital Management Youtube Channel
A complete knowledge management library of panel discussions with experts discussing evergreen issues in all areas of engagement, from strategic to tactical. The continually growing library includes expert interviews on:

  • Stakeholder Capitalism
  • Human Capital Management, Reporting, and ROI
  • Engagement tactics, including a growing library of shows covering everything from culture to analytics.
  • Engagement solution providers 
EEA Stakeholder Capitalism Podcasts
Select programs specifically on Stakeholder Capitalism.

The Enterprise Engagement Alliance Learning and Certification Program
. EEA membership comes with a complete training program on stakeholder management and human capital metrics and reporting. The optional Certified Engagement Practitioner designation demonstrates that the recipient has a basic grasp of the concept of engagement, human capital management, reporting, and ROI of engagement. It includes a comprehensive approach to integrating DEI (Diversity, Equity, and Inclusion) into human capital strategies. The Advanced Engagement Practitioner requires the individual to demonstrate the ability to create a formal human capital business plan and report.

Library of EEA Stakeholder Engagement and Human Capital Management Training Videos
These six videos provide a comprehensive overview of the topics of Stakeholder Capitalism implementation and human capital management 

ISO 10018 Enterprise Engagement Technology Certification
The only ISO certification for Enterprise Engagement technology to support ISO 10018 People Engagement standards.

Paid corporate and individual membership in the Enterprise Engagement Alliance comes with the above two books as well as the following four books below considered primary reading for those seeking to master the key principles and implementation tactics of Stakeholder Capitalism and an enterprise approach to engagement. Also included in Enterprise and Solution Provider membership are single-company licenses for the People Impact Value Calculator designed to help organizations better measure the value created by people and the processes used to engagement them. Click here for membership information and to join. 

Stakeholder Management and Purpose Leadership Organizations

A not-for-profit that believes business can be a force for good.

Business Roundtable

The organization that drew attention to the concept of Stakeholder Capitalism when it changed its official charter of the corporation to address the needs of all stakeholders.
Conference Board
This thank tank whose members include executives at some of the world’s largest companies has working groups on Human Capital Management and ESG (Environmental, Social, Governance.)
Conscious Capitalism
A movement to promote capitalism as a force for good.

Council for Inclusive Capitalism
A movement of CEO leaders doing business in ways that lead to a more inclusive and sustainable economy.
Economics of Mutuality
Completing capitalism--transforming the economic system by creating a mutuality of benefits among all stakeholders.
Enterprise Engagement Alliance
An outreach, education and media company that focuses specifically on how organizations of all types and sizes can benefit from the principles of Stakeholder Capitalism at a practical level through strategic and systematic implementation processes. 

Human Capital Investment and Reporting Council
A community of leaders in human resources, finance, and social investment to transform the way organizations measure, report on, analyze and invest in their people. 

Imperative 21

Imperative 21 says it is driving a reset from shareholder primacy to stakeholder capitalism, which creates shared wellbeing on a healthy planet. The stewards of the Imperative 21 network – include: B Lab (certifier of B Corporations), The B Team, Chief Executives for Corporate Purpose (CECP), Common Future, Conscious Capitalism, The Global Impact Investing Network (GIIN), JUST Capital, and Participant.
Just Capital
An outreach group that believes that business can and must be a greater force for good and that markets must be part of the solution.
Maturity Institute
This organization aims to help create more mature organizations and improve financial, human and environmental outcomes for all stakeholders.

An organization of corporate coaches and other professionals dedicated to helping organizations make the transition to Purpose Leadership and stakeholder management. 

World Economic Forum
Calling itself the international organization for public-private cooperation, it is the first organization to have used the term Stakeholder Capitalism going back to the organization's creation in 1971.

Solution Providers Supporting Purpose Leaderhip and Stakeholder Management 

Click here for a clickable version of this image. 

ESM Is Published by The EEA: Your Source for Effective Stakeholder Management, Engagement, and Reporting

Through education, media, business development, advisory services, and outreach, the Enterprise Engagement Alliance supports professionals, educators, organizations, asset managers, investors, and engagement solution providers seeking a competitive advantage by profiting from a strategic and systematic approach to stakeholder engagement across the enterprise. Click here for details on all EEA and ESM media services.

 1. Professional Education on Stakeholder Management and Total Rewards


2. Media


3. Fully Integrated Business Development for Engagement and Total Rewards

Strategic Business Development for Stakeholder Management and Total Rewards solution providers, including Integrated blog, social media, and e-newsletter campaigns managed by content marketing experts.

4. Advisory Services for Organizations

Stakeholder Management Business Plans Human Capital Management, Metrics, and Corporate Sustainability Reporting for organizations, including ISO human capital certifications, and services for solution providers.

5. Outreach in the US and Around the World on Stakeholder Management and Total Rewards

The EEA promotes a strategic approach to people management and total rewards through its e-newsletters, web sites, and social media reaching 20,000 professionals a month and through other activities, such as:

Earn Big $ In EEA Referral Program
Enterprise Engagement Resources
Committed to Stakeholder Capitalism   Refer, Rate, Suggest & Earn
Engagement Solutions


Incentco: The No. 1 Suite of Engagement Technologies.

PurposePoint: The Purpose Leadership Community


Catalyst Performance Group




Fire Light Group

Luxe Incentives


Incentive Team