#stakeholder

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steak holder

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Was die Globuliprodukton mit Marketing gemeinsam hat

Was die Globuliprodukton mit Marketing gemeinsam hat

Wußtet ihr, wie man in der Homöopathie Informationen überträgt? Man nimmt 1 ml “informiertes Wasser” und gibt ihn in 100 ml uninformiertes Wasser. Dann schlägt man das ganze 10 mal auf eine Oberfläche mit Leder – und schon ist das ganze Wasser informiert! Das wiederholt man nun 60 mal (also jeweils aus der Flasche 1 ml rausnehmen und auf 100 ml verteilen) – und schon gibt es die Potenz C60.…

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To my dear friends, if I ever stop commenting on your long fics for awhile on AO3 don’t give up on me, it just means I’m still hanging in there by a thread but I will return... one day

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Which Foreign Aid Programs Work? The U.S. Runs A Test — But Won't Talk About It

Source: http://twitter.com/planetmoney/status/1042140739449352192

How can the U.S. be sure the money it spends on programs to help people in poor countries is *actually* making a difference? An economist pushed @USAID to try a novel test. The results are out, and they’re proving awkward. via @NPRGoatsandSoda https://t.co/wFyTAIb9Ih pic.twitter.com/ELrJGmQO8f

— NPR's Planet Money (@planetmoney) September 18, 2018

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Synchronize with the others and make the good party happen

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Stakeholder Communication for Operations Leaders by Pablo M. Rivera

Stakeholder Communication for Operations Leaders by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

Throughout my career managing operations across multiple states, I have learned that stakeholder communication for operations leaders is not just a technical exercise but a leadership challenge. When I first tackled this in my role overseeing 120 technicians from our Colorado operations center, the complexity was immediately apparent.

The key insight I gained working across markets from Hawaii to Connecticut is that one size never fits all. Each region has unique requirements, and any approach must account for local conditions while maintaining consistency at the national level.

What made the difference in my experience was starting with clear objectives before selecting tools or processes. Too many leaders jump to solutions without understanding the problem. I spent weeks in the field, talking to frontline teams, before making any decisions.

The results spoke for themselves. Within six months, we saw measurable improvements in efficiency and team satisfaction. Whether coordinating teams in Hawaii or managing vendor relationships in Colorado, the principles remained the same: clarity of purpose, disciplined execution, and relentless measurement.

For operations leaders facing similar challenges, my advice is simple: invest the time upfront to understand your unique situation, engage your teams in the solution design, and measure everything. The data will guide your decisions far better than assumptions ever could.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.