![]() For starters, we uncovered strong evidence that a great many companies are generating strategies that, by their own admission, are substandard. Since then, we have continued to evolve our thinking about how companies should undertake strategy development in the 21st century. But we suggested that the only way to set strategy effectively during uncertain times was to bring together, much more frequently, the members of the top team, who were uniquely positioned to surface critical issues early, debate their implications, and make timely decisions. At the time, many companies were undertaking experiments, such as shortening their financial-planning cycles or dropping the pretense that they could make reasonable assumptions about the future. whose premise was that pervasive, ongoing uncertainty meant companies needed to get their senior-leadership teams working together in a fundamentally different way. Lowell Bryan, “ Dynamic management: Better decisions in uncertain times,” McKinsey Quarterly, December 2009. ![]() Back in 2009, as the senior-management teams at many companies were just beginning to emerge from the bunkers to which they’d retreated during the peak of the financial crisis, we wrote an article 1 1. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |