This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book discusses the basic steps learned by firms on the front lines of corporate diplomacy. Ultimately, corporate diplomacy, like any strategic endeavor, delivers recommendations on what to do and not do. Perhaps the most dangerous divisions are those where corporate diplomacy challenges a well-established practice. A more appropriate budgeting rule would assess the net present value (NPV) of engagement. And calculating NPV requires upfront stakeholder investments in Personal relationships, Learning, Openness and Mindset. Diplomats can also fall prey to excessive responsiveness. The corporate diplomat is a member of an organization that has a goal. Diplomats can be trusted–they should be trusted–but are rarely loved. Arrogance afflicts people in nearly every profession, and corporate diplomats are not immune. To avoid the internal hostility, a diplomat's focus should not be on past failings but on future improvement.