So far, this book has mostly looked outward, offering up a better way for corporate diplomats to engage with external shareholders or, in Chapter 4, to develop internal systems to cope with external dynamics. But, as with any organizational change, this approach will not work unless your internal stakeholders buy in, especially top executives. It is not enough to have good data and analysis if senior decision-makers do not seize the results and use them to evangelize for change. Even in the presence of this kind of support, lower-level employees must believe too. Change only happens if everyone who is involved commits to doing his or her job differently.