00:15:47 Amy Kates: Click on Speaker View, rather than Gallery View, at the top to see the speaker in large format. 00:26:49 Bruce Mabee: Craig noted networks/ecosystems, and Dick added teamwork. Anyone see models emerging that highlight stakeholder value, stakeholder priorities or stakeholder synergies? 00:30:38 Naomi Stanford: I wonder if stakeholder is too broad a term? There are different types of stakeholder - customers,shareholders, employees, other organisations what there priorities are and what they value or where their synergies are can be either competitive or collaborative or both which makes it hard to identify models to illustrate. 00:33:31 Bruce Mabee: As you spelled out, Naomi, I am wondering about designs for broader stakeholders--including communities of the direct stakeholders. We can do this better in the digital age. 00:37:17 Naomi Stanford: I agree with what Sue is saying. Jamie Susskind in his new book Future Politics says ‘Relentless advances in science and technology are set to transform the way we live together ... We are not yet ready – intellectually, philosophically, or morally – for the world we are creating.’ 00:46:39 Naomi Stanford: I wonder if we have to rethink our concept of leaders. As social media and information flows link us it may be that the role of leader is not vested in humans. 00:57:59 Eddie Moore: The conversation is making me think about the need to rethink how leaders define success beyond the traditional financial aspects and growth, the social responsibil 00:58:06 Eddie Moore: responsibility 00:58:35 Eddie Moore: How do we design for that? 01:03:42 Naomi Stanford: Well, a question to ask is 'who is the designer'. The designs aren't fixed (even if you design them). They shift as people interact with them and are in continuous flux. 01:05:20 Joe Kopetsky: From a practitioner’s view, it may be even more difficult than that. We have two issues (1) is what Sue identified, rewards systems. The other (2) issue is that of their desire/fitness to be that type of leader. Leadership is so intimately tied to financial metrics, that if anything is to change, we need to start there…but then the other, more “humanistic” elements of this leadership model comes into play. How do you make someone who is just not built that way, to “act” that way? 01:06:04 Amy Kates: Wonderful conversation as usual! I have to drop off at :25 after the hour for another call. My apologies. Amy 01:06:54 Terri Hill: Yes! A great conversation. One to continue at the upcoming conference in Seattle in April! See you there. 01:08:09 Bruce Mabee: Great "span" begging to emerge here! 01:08:25 John Kelly: Thank you! 01:08:55 ENIFE ATOBILOYE: Thank you very much 01:09:22 Eddie Moore: thanks to the advisory board and all for stimulating conversation….the internal wheels are turning at full speed 01:09:39 Janet du Preez: So fascinating. Thanks all!! 01:10:29 Audrey Forrester: Appreciate the insights and discussion - very thought provoking - thankyou 01:11:30 Joe Kopetsky: Thank you