What the Stakeholder Impact Study Set Out to Test
The design document behind Achieving Stakeholder Impact: the business context, ten stated beliefs, and twenty-two hypotheses about what overperforming businesses do.
Publication Type: <span>Report</span>
The Question Is No Longer Why, It Is How
A corporate package built on the Achieving Stakeholder Impact study, answering the six how questions the C-suite asks about pivoting from shareholder primacy to stakeholder impact.
Early Learnings on Achieving Multistakeholder Impact
A preliminary readout from IRG’s stakeholder impact research, covering how business defines the problem, which interventions recur, and what systemic change would require.
Achieving Stakeholder Impact
The study brochure for Achieving Stakeholder Impact, written for C-suite leaders who accept the stakeholder case and want to know how to do it.
The Spaghetti Session: Two Days to Pull Six Workstreams Together
The welcome pack for the mid-point session of the Achieving Multistakeholder Impact study, where each research strand presented its preliminary learnings to all the others.
The CMO’s Case for Humanized Growth
A session tracing how the definition of growth shifted over a century, why the CMO role came under pressure, and what marketing can do about both.
Marketing Driving Sustainable Growth
A May 2022 session that answers the question of falling marketing influence with two centuries of economic history and a measured rise in CMO influence.
Driving Humanized Growth: The Full Study Walkthrough
Marc de Swaan Arons takes an audience through all seven building blocks of growth, the numbers behind each, and what they imply for the CMO.
Three Masterclasses and the Questions Behind the Impact Study
Promotional material for the 2022 IRG Masterclass series and for the launch of the IRG Impact Study, written around the questions each session set out to answer.
The Growth Study, Presented to a CHRO Forum
IRG takes chief HR officers through the Humanized Growth Study and the seven building blocks, with the over-performer and under-performer gaps on each one.