In a recent paper, Embera’s Dr. Christine Chow and Andreas Posavac share three live cases from the past twenty-four months: A coalition shareholder resolution at BP, a bilateral confrontation at Honeywell, and a quiet boardroom campaign at Swiss insurer Baloise. They illuminate distinct theories of investor-driven corporate change. Each operates on a different theory of change, requires different capabilities, and produces a different kind of outcome. The lesson is not which model is best, but which fits the company and the ask.
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