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The task of the strategist has gotten more difficult. Opportunities are more dynamic and shorter-lived. The palette of strategic options has grown more complex. And the traditional pillars of strategy, such as scale and market share, have lost their ability to reliably support long-term value growth.
In this world of shifting profit zones, Wall Street’s expectation of sustained growth represents one of the few constants. Yet, surprisingly few firms have a clear, well-communicated, and broadly internalized agenda for how to meet these expectations. Managers need a short, coherent list of initiatives to mobilize the organization and tell outside stakeholders where the company is headed.
Value growth opportunities lie in many places. You can realign your cost structure, deepen customer relationships, launch a new business, rebalance your portfolio, or transform your organization. Identifying the best opportunities, setting a value growth agenda, and making it the driving force of the enterprise is the most pressing responsibility of business leaders today.
Authors: Hanna Moukanas, Ted Moser
Source: Mercer Management Journal
Subjects: Management, Strategy
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