Stakeholders are used in V2R to identify significant business relationships between associates. Stakeholder relationships can be used to align associate roles in an organization. This is referred to as BasPac alignment. Stakeholder relationships can also be used to identify all associates that will be materially impacted by the success of each goal assigned to associates in V2R.

BasPac Alignment
In order to achieve "No Excuses" Strategy Execution it is important for each associate in an organization to understand how they fit in. Essentially all associates know who their boss is. If they have a staff of associates reporting to them, they usually know who their staff is as well. These hierarchal boss to associate relationships are referred to as the Boss Chain in V2R. Bas is the boss chain acronym that stands for Boss, Associate and Staff.

Although most associates have a good understanding of the boss chain (Bas) that runs top-down in their organization, they have a poor understanding of their Stakeholders that make up the internal and external value chain relationships that run horizontally through their organization. These value chain relationships are represented by the Pac acronym that stands for Provider, Associate and Customer.

A worthwhile exercise and non-threatening place to begin V2R implementation in an organization is to have all associates align their BasPac relationships. BasPac alignment can be done easily and before the first goal is ever assigned. The optional reciprocal confirmation parameter causes relationship building dialogs to occur between associates as they work through the BasPac alignment process. The result is reciprocally confirmed BasPac relationships that show each associate exactly how they fit into their organization's boss chain (Bas) and peer value chain (Pac).

Stakeholder Assignment
The old saying goes "You can usually fool your boss, but it's really hard to fool your peers". Peer pressure plays a major role in developing a "No Excuses" Strategy Execution culture in an organization.

For all Rated Goals that are assigned in V2R, it is important to identify the Stakeholders that will be materially impacted by the successful attainment of the goal. Assigning Stakeholders to rate an associate's success attaining a goal creates peer pressure to make sure the goal is achieved in a timely and efficient manner. Having multiple Stakeholders rate each goal also improves the credibility of their ratings and increases the accountability placed on the responsible associate.

To arrive at the goal rating, Stakeholders must compare actual results documented by the associate to the goal description and the anchor descriptions contained in the rating table for each goal. The more concise a goal and its anchor descriptions are defined in the rating table the easier it is for a Stakeholder to quantitatively assess or rate the goal. Associates that do a better job documenting their performance relative to accomplishing a goal usually translates into a higher performance rating by the Stakeholders.