Mapping stakeholders
In search of winwin relationships
Alan Mitchell
When Nike outsourced production to cheap labour areas in the Far East, it triggered a neverending storm of bad publicity back home.
When Sainsbury's was at the peak of its powers a decade ago, it treated its suppliers badly, so when they got the chance to 'pay it back' by helping Tesco, they did.
Wherever we look, we seem to find companies making decisions that look good if you focus solely on the numbers but which, down the line, trigger some indirect,unintended consequence that damages relationships with key constituencies ...