Last week, the Enterprise Engagement Alliance released its updated Enterprise Engagement for CEOs: The Little Blue Book for Stakeholder Capitalists. This week, it has published its updated Enterprise Engagement: The Roadmap—How to Implement Stakeholder Capitalism to provide management at all levels a comprehensive implementation guide with detailed information on the theory, economics, and practices of Stakeholder Capitalism and human capital management across the enterprise. 

 

While Enterprise Engagement for CEOs provides an abbreviated overview of the principles of Stakeholder Capitalism and profiles of some of the CEOs who have practiced it at their organizations, Enterprise Engagement: The Roadmap offers a practical detailed implementation guide that includes information on the principles and economics, as well as on almost all of the tactics involved. 

 

The challenge facing the Stakeholder Capitalism movement is that it is not taught in any schools nor even in executive education program and that it requires organizations to break down the siloes between finance, marketing, human resources, operations, and other business units that hamper efficiency and create poor experiences for customers and employees alike. 

 

Stakeholder Capitalism enhances returns for investors by creating value for customers, employees, supply chain and distribution partners, communities, and the environment and should not be confused with “woke” capitalism or Corporate Social Responsibility. See ESM: Stakeholder Capitalism—A Primer.

 

Enterprise Engagement: The Roadmap aims to address the knowledge gap with a desk reference covering almost all the key areas of the field. Writes Grace Swanson, Vice President, Human Capital at Accumold, a leading precision manufacturer, “By the time I finished reading Enterprise Engagement: The Roadmap my copy was filled with Post-it notes highlighting information I knew I would need to reference later. This book provides a complete guide to almost everything an organization needs to implement a strategic approach to engaging everyone in organizational goals in a systematic way.”               

 

Gary Rhoads, retired Stephen Mack Covey Professor of Marketing Emeritus at the Marriot School of Business at Brigham Young University and Chairman of Xvoyant, a sales engagement technology firm, “As a professor of marketing and entrepreneurship for most of my career, and founder of two leading companies in sales and marketing management, I know that delivering promises is one of the most critical strategies for success. Yet too many organizations fail to address the importance of engaging all stakeholders in organizational goals. Enterprise Engagement: The Roadmap is the only book I know that focuses on how to apply a strategic and tactical approach to engagement across the enterprise in a systematic way.” 

          

Adds Barbara Porter, Managing Director, Ernst & Young, "I have spent much of my career helping organizations develop great cultures, and in the end a successful strategy requires a CEO-led approach to connecting employees, managers, customers, vendors, suppliers, the community—everyone inside and outside the organization who has a stake in its success. I have repeatedly referenced almost every chapter in Enterprise Engagement: The Roadmap since the first edition came out, as it’s the only book I know of that puts together in one place all the tactics needed to address engagement to achieve organizational results.” 

 

As shown in the table of contents below, the book covers almost every topic involved with the implementation of Stakeholder Capitalism, including career opportunities and the potential impact on government. The edition now includes appendices on human capital management, reporting, and analysis. 

 

Here is the table of contents: 

 

Part I: Introduction to Stakeholder Capitalism, Enterprise Engagement, ISO

Intro: Enterprise Engagement and ISO Annex SL and ISO 10018 and ISO 30414

Standards – A Practical Framework for Implementation and Measurement

Chapter 1  ISO 10018: People Engagement

Chapter 2 The Role of ISO Standards in Business and People Management

Chapter 3  Economics of Enterprise Engagement

Chapter 4  Culture and the Enterprise Brand

Chapter 5   Breaking Down Organizational Silos

 

Part II: Audiences of Engagement

Intro: The Audience Challenge

Chapter 6 Customer Engagement

Chapter 7 Channel Partner Engagement

Chapter 8 Employee Engagement

Chapter 9 Sales Engagement

Chapter 10  Volunteer & Community Engagement

Chapter 11  Supply Chain Engagement

Chapter 12 The Employee / Customer Link

Chapter 13 Case Study: Northwell Health

 

Part III: Tools of Engagement

Intro: Tools and Tactics

Chapter 14 Employee Assessment

Chapter 15  Communication

Chapter 16 Permission Management

Chapter 17 Content Marketing

Chapter 18 Learning and Training

Chapter 19  Gamification

Chapter 20 Collaboration and Innovation

Chapter 21  Rewards & Recognition

Chapter 22 Loyalty

Chapter 23  Recognition in the Era of Employee Engagement

Chapter 24 Diversity and Community

Chapter 25 Wellness

Chapter 26  Enterprise Safety Engagement

Chapter 27  Enterprise Technology Engagement

Chapter 28 Meetings and Motivational Events 

Chapter 29 Travel Rewards and Engagement

Chapter 30 The Importance of an Engaging Environment

Chapter 31  Trade Shows & Conferences: Engaging the Stakeholders

Chapter 32  Technology: The Heart of the Problem, The Core of the Solution

Chapter 33 Measuring Enterprise Engagement and Performance

Chapter 34 Big Data and Analytics

Chapter 35 Case Study: UnitedHealth Group

 

Part IV: Applications of Engagement

Intro: The Enterprise Engagement Framework

Chapter 36  Keys to Implementation

Chapter 37  Budgeting and ROI

Chapter 38 Engagement Careers

Chapter 39 Engagement and Nonprofits

Chapter 40 Implications for Government

Chapter 41  Engagement, Human Capital and the Accounting Profession

Chapter 42 Enterprise Engagement and ISO 30414 Human Capital Reporting Standards

 

Appendix 1  Sample Engagement Business Plan

Appendix 2  An Explanation of Tracer Audit Methodology

Appendix 3  ISO 10018 Audit

Appendix 4 Human Capital Evaluation Checklist

Appendix 5 Example of a “Model” Company

 

 

For More Information

Bruce Bolger

Founder, Enterprise Engagement Alliance

914-591-7600, ext. 230

Bolger@The ICEE.org 

 

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• Founded in 2008, the Enterprise Engagement Alliance provides outreach, learning and certification in Enterprise Engagement, an implementation process for the “S” or Social of Stakeholder Capitalism and Human Capital Management and measurement of engagement across the organization.
• The Enterprise Engagement Alliance provides a training and certification program for business leaders, practitioners, and solution providers, as well as executive briefings and human capital gap analyses for senior leaders.
• The EEA produces an education program for CFOs for the CFO.University training program on Human Capital Management.
• Join the EEA to become a leader in the implementation of the “S” of ESG and Stakeholder Capitalism. 

• The ESM information portal and The Enterprise Engagement Advisors Network solution provider marketplace cover all aspects of stakeholder engagement, and the EEA information library lists dozens of resources.
• The RRN information portal and Brand Media Coalition marketplace address the use of brands for gifting, incentives, recognition, and promotions. The BMC information library provides information and research resources.

• Enterprise Engagement for CEOs: The Little Blue Book for People-Centric Capitalists. A quick guide for CEOs.
• Enterprise Engagement: The Roadmap 5th Edition implementation guide. A comprehensive textbook for practitioners, academics, and students.

• Organizations of all types develop strategic Stakeholder Capitalism and Enterprise Engagement processes and human capital management and reporting strategies; conduct human capital gap analyses; design and implement strategic human capital management and reporting plans that address DEI (Diversity, Equity, and Inclusion), and assist with managed outsourcing of engagement products and services.
• Human resources, sales and marketing solution providers profit from the emerging discipline of human capital management and ROI of engagement through training and marketing services.
• Investors make sense of human capital reporting by public companies.
• Buyers and sellers of companies in the engagement space or business owners or buyers who seek to account for human capital in their mergers and acquistions.