“There is widening acceptance that organisations – large and small, public and private, commercial and charitable – may be failing to meet the wider needs of their societal stakeholders.  This has, in some cases, caused a rupturing of trust, a loss of social licence.  To restore trust, organisations will need to look at themselves through an entirely different lens – a Relational Lens.  This book not only provides a compelling rationale for doing so.  It equips companies with the tools to begin the slow process of rebuilding trust, relationship by relationship.”

Andrew G Haldane,
Chief Economist
Bank of England

“Had the Volkswagen engineers and managers read The Relational Lens before installing the software in some eleven million diesel cars in order to cheat emission tests, they might have thought twice. What the authors comprehensively and convincingly demonstrate is that stakeholder relationships extend well beyond the more proximate or the more obvious. In VW’s case they included not only shareholders and top management, but agents, distributors, not to mention customers, and school children being taught what is right and wrong in preparation for life. It’s too late for current VW engineers and managers, but I hope future generations of engineers, managers, directors, presidents, deans, all people with multiple stakeholder responsibility will see The Relational Lens as essential reading.”

Jean-Pierre Lehmann, D.Phil
Emeritus Professor of International Political Economy, IMD, Switzerland

“All organisations – whether public or private – are complex webs of human relationships dedicated to a common purpose.  The Relational Lens explains how our organisations actually work: it is essential reading for anyone with management responsibilities in government, charitable and corporate sectors.”

Lindsay Tanner, former Minister of Finance in Australia

The Relational Lens supplements the approach to corporate governance in South Africa beautifully. One of the notions underpinning the King III Code is the African concept of Ubuntu which is captured by the expression ‘uMuntu ngumuntu ngabantu’ - ‘I am because you are; you are because we are’. It is a recognition of the relational nature of our human-ness. As the authors illustrate so well, the relational is pervasive and this is as true for organisational and governmental endeavour as it is for the individual. The value of The Relational Lens lies in taking relationships from the realm of the abstract to the concrete through liberal use of case studies and examples. We all can work towards better relationships for the greater good.

Ansie Ramalho
King IV Project Lead, Institute of Directors in Southern Africa