Martin Reeves, Kevin Whitaker

Business strategy has traditionally considered only a narrow set of issues (such as customer needs, operating model effectiveness, and competitive advantage), a limited range of timescales (most notably the annual planning process), and a limited number of stakeholders (customers, employees, and competitors). Such simplification may have made sense when contextual change was slow, and when the only expectation of businesses was that they would aim to maximize their own financial performance. But leaders must now expand the range of timescales and stakeholders they consider — which will require new approaches to managing tradeoffs between them.

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