What I’ve noticed about the really good companies is that the leadership narrows the business model down so that people can see it and make use of it. They can get a sense of direction. They’re all on the same page . . . What we’re seeing in the Speed Economy is the death of the consensus approach to strategy – the approach of the Unilevers of the world, the Shells, the Japanese. These companies were terrific at mobilizing people to reach a consensus and then act. But we don’t have time for that anymore. So I think the good leaders today present very clear, narrow business models.
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