It seems you always have a lot of things to get done and never enough time to do them. Worse, some of the things you need to get done end up not getting done or at least not getting done when they should.
Like most people, you’re adapting. You’ve made changes to your business, which might include supply chains, go-to-market tactics, and people practices. You’re getting a feel for how the market is responding.
Once upon a time, companies would develop something called “the 5-year strategic plan.” They would look into the future, identify opportunities, and then chart the course for the next half-decade.
The callous killing of a black man and the whirlwind of events over the past two weeks have left us sickened and confused. How can this happen in 2020? It’s awakened many of us — me included — to just how deep society’s inequities run
We’re into the next phase of the coronavirus pandemic. Businesses and consumers are slowly re-boarding, increasingly reengaging the marketplace and revving up the economic engine.
Yet it remains a time of great uncertainty and
I recently watched a wonderful opera singer perform with the local symphony. Her voice was incredible and her presence captivating. What made it all the more impressive was that while she was there, she wasn’t really there.
One of the things I like about The Economist magazine is that, unlike most publications at this time of year, it doesn’t simply forecast what lies ahead, but evaluates the forecasts made last year.
An organization can’t be focused and aligned unless the top management team is focused and aligned. It has to start at the top.
Whenever companies embark on their annual strategic process, the discussion invariably turns to growth. It’s often an unchallenged assumption that each year you should grow revenues, profits, market share—all of it. And why not?
“Focus on what you can control.”
Every leader knows that, right? Why waste time on the things you can’t control when you can use it to deal with the things you can?