This document pairs the executive summary of the Impact Study with the full list of contributors to the Achieving Stakeholder Impact study. The summary sets out five drivers of Humanized Growth. The list names 441 organizations and the role each contributor held.
The study was led by IRG with the Future of Marketing Institute at Oxford’s Saïd Business School, with partners including the NACD, the Page Society, the ACCA, SHRM, the ANA, the UK Marketing Society, Yale, and CKGSB.
Key findings
- The five drivers differentiate overperforming organizations from their counterparts and are offered as a framework for prioritizing stakeholder interests alongside financial metrics.
- The contributor list is broad rather than deep in any one function. It runs alphabetically by organization from 60 Decibels and 7-Eleven to Yeti, Yunus Social Business, and Zoetis.
- Several organizations contributed multiple people in different roles, which is how the study covers a company rather than a function.
- The list reaches beyond corporations to standard setters, academics, and investors, including the World Economic Forum, the Wharton School, and a sustainability fund.
- Board directors are included as contributors in their own right, not only executives.
The five drivers in brief
Ground means understanding the organization’s impact on all stakeholders and including their perspectives in strategic decision-making, with transparency in good times and bad.
Reimagine means a future-focused vision with both utopian and dystopian elements, long-term thinking, and a clear corporate purpose that leaders can make people rally behind.
Focus means a holistic strategy. Prioritizing a stakeholder is acceptable as long as the company also spells out how it adds value for the others, and adaptive change is managed separately from performative day-to-day operations.
Organize means breaking down functional silos, empowering employees closer to stakeholders so decisions come faster, and collaborating across industry and with NGOs and governments.
Unleash means Da Vinci leadership: right-brain and left-brain thinking with empathy, an environment where people feel safe to share ideas, and leaders who prioritize active listening, vulnerability, servant leadership, and open communication.
The insights drawn from them
Intangibles are described as the new tangibles: brand value, customer data, team member loyalty, and reputation, which leaders now have to measure and manage.
Incentive alignment follows. Overperformers align leadership incentives with long-term growth strategies, which pushes leaders to weigh factors beyond financial metrics.
Collaboration outside the organization with NGOs, governments, and regulators is called essential, and transparency plus authenticity is what builds stakeholder trust.
The conclusion is that true growth is not measured only in financial terms but in an organization’s positive impact on all its stakeholders, that is, society at large.
Who contributed
The list is recorded as company and job title without names. It spans consumer goods, healthcare, insurance, industrials, staffing, and technology, with entries such as Abbott, Aflac, Adecco, and the Aditya Birla Group appearing in the opening page alone.
It also includes impact investors and social enterprises alongside large corporations, from 60 Decibels and Acumen at the start to Yunus Social Business at the end.
Scope and limitations
This is an executive summary rather than the data. It points readers elsewhere for the study data points, and the contributor list is dated as an update rather than a final record.
Source
This page summarises IRG Impact Study Findings: Driving More Humanized Growth, by Institute for Real Growth (IRG), Future of Marketing Institute at the Saïd Business School of Oxford University, 231110.