Strategy » Corporate Vitality
Learn how to measure and manage corporate vitality—the capacity to explore new options, renew strategy, and grow sustainably.
"Just like human beings, businesses age. And, like organisms, they fight aging at every level. […] But the truth is, as you age, you’ve got to change how you behave, how you manage, and how you invest."
In an era of technological advancements, geopolitical tensions, and economic turmoil, standing still is akin to moving backward. As the durability of competitive advantage has dwindled, the average tenure of companies on the S&P 500 index has more than halved since the late 1970s.
The Asia Future 30 companies focuses on public firms, but excitement is also brewing in the IPO market, with big names set to go public in 2024. They may shake up a hypothetical next edition of the Asia Future 30.
It is down to individual firms to deliver on their growth potential in the context created by governments and markets. In these times of turbulence, this may mean embracing new business and operating models.
The rapid aging of company leadership may lead to a loss of balance of short- vs. long-term perspectives at this critical juncture. To counteract this, firms should strive towards intergenerational leadership models to achieve an improved balance between experience and curiosity.
How can companies turn technology into competitive advantage—and how can investors separate the wheat from the chaff?
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