Overview

New generations expect more from the companies they work for, buy from, invest in, and permit to operate in their communities. In response, businesses are broadening their value creation for a range of stakeholders and for their own competitive differentiation. The real job of a CEO, according to Microsoft’s Satya Nadella, is “To create that continuous balance between the multiple constituents” of the organization, yet “there was no preparation for it.” This reveals the need for real management science — a set of proven, research-based frameworks, approaches, skills and KPIs — to guide true multistakeholder leadership. The Certificate Program on CCO Leadership in Multistakeholder Value Creation, developed by Page and the Yale School of Management’s program on Stakeholder Innovation & Management (Y-SIM), is the first and only executive education program to provide just that. 

The program’s curriculum was developed by Y-SIM based on pioneering work led by Jon Iwata, former SVP and Chief Brand Officer at IBM and Executive Fellow at the Yale School of Management, and it is based on Y-SIM’s 100+ CEO/CXO interviews and Page’s own research and thinking, offers a methodical approach to practicing stakeholder capitalism. This includes original resources and case studies designed exclusively by the Y-SIM program — all the tools leaders need to apply the approach in their own organization.

Learn more about why Jon worked with Page and Yale to develop the program and why he believes Page and Page Up members should see this as an investment in themselves and their futures.

Learning Objectives:

Strengthen your ability to partner with the CEO and peer CxOs by understanding the challenges, priorities and realities of leading the enterprise at the intersection of multiple stakeholders.

Enhance your ability to formulate and execute strategies to make stakeholder relationships a competitive advantage for the enterprise.

Proactively determine the relevance of stakeholder issues and opportunities.

Reimagine how to generate long-term shareholder value by creating value for customers, employees, communities and other stakeholders.  Avoid trade-off thinking by adopting methods of framing and designing solutions that meet multiple stakeholder requirements.

Operationalize purpose and values to guide strategy, and drive day-to-day business decisions.

Understand the role of incentives and how to integrate financial and non-financial objectives to lead at the intersection of business and society.

Build skills to influence across business functions, achieving commitment and buy-in from stakeholders over whom communications leaders have little or no formal authority.