By deconstructing the social economics of work into pure complementarity mechanisms – thus eliminating many illusions that accumulated over decades of misleading hard and soft approaches – it becomes possible to reconstruct the future ways of working.
To get beyond the starting line, CEOs need to approach the challenges of sustainability from a strategic and value-creation perspective in terms of both the questions they ask and the answers they seek.
The macroeconomic outlook continues to dominate the executive agenda. Last year, when demand overshot and supply chains sputtered, many firms discovered pricing power they never experienced before.
Today's businesses compete on their ability to deploy dynamic solutions in a dynamic world - requiring them to learn faster and apply varied learning techniques to gain an advantage.
It isn’t going to be easy for business to deal with cybersecurity once quantum computers see the light of day. CEOs have no choice but to start thinking about how to take on a threat that is inevitable.
Many companies get started on strategy-making too late because of a lack of awareness or sense of urgency that there is a challenge to be addressed. These traps can be avoided by carefully considering two questions before starting on any strategy-making or strategic review process: Is there a problem to solve, and what sort of problem is it?
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