We've been talking about stakeholders strategy. And specifically we've been focusing for a few minutes on this idea of institutional pressures from secondary stakeholders. And related to that, the so called non-market strategies that business organizations can employ to try to respond to or preempt and deal with those kinds of pressures. But here's the thing. Sometimes the conversation about institutional pressures and secondary stakeholders can seem awfully instrumental. It sounds, sometimes, like we're just talking about move, countermove, and it's a game that gets played with the media and with the regulators. And it's about influencing those. I guess it's about that at some level. But it's also important to think beyond the immediate financial impact of effective stakeholder management. Remember, creating value for stakeholders is something that happens when you occupy a valuable, competitive position. So that has something to do not only with your capabilities as a business organization and the market opportunities that you're pursuing, but it also has to do in a big way with your values. What is it that you value as an organization? What's your mission? What's your purpose? What is the way that you do business? And the thing is, our values are often sort of manifest in the way that we interact with our stakeholders. So the key idea here is that it's important to see if a business organization's stakeholders is ends and not just means to profit. These are our partners. This is a set of relationships with a variety of parties, stakeholders, that are important to us. And our purpose as a business is to create value for them. All of them. And it turns out that the best way to create value for your financial investors is to create great products that customers want. And to do it in a way that you can attract and retain the best employees because you're creating a lot of value for them, and so on. So this idea of stakeholder management is not simply just a pathway to increasing a strategies effectiveness or increasing profits this next quarter. But rather, value creation involves your values and when you're formulating and executing and adjusting your strategy. That's often times the place where you should start. You should be really clear about what we value as an organization and that really gets to how do you want to lead or manage. There's lots of ways to run a business. There's lots of ways to run a successful business. But when you think about your stakeholders as partners in the value creation process you begin to think about your need to create value for them differently. You see them as not just means to your financial well being, but you see them as business partners that you can engage with, that you need to understand. You need to put names and faces on those stakeholders and see them as partners in your business organization.