STRATEGYMANAGEMENTTRENDSREPORT2024TheGlobalStateofStrategyTableofExecutivesummary3Contents7KeyFindings3Introductionandmethodology5Researchmethodologyandrespondenttypology5Thestateofstrategytoday8Businessesstruggletoadapttoanever-changingmarketlandscape8Currentstateofthestrategymanagementprocess11Centralizationvs.decentralizationofstrategy12Thechallengesinstrategydevelopment14Weaknessesofthecurrentstrategydevelopmentapproaches14Barrierstostrategydevelopment:Challengesandneeds15Outsourcingstrategyfunctions:Whatandwhydocompaniesdoit?17Lostpotentialandtheneedforchange20Theroleofongoingstrategyreviewandadjustment21Importanceandbenefitsofregularlyreviewingstrategies21Linkbetweentheoperationalperformance,goalachievement,andreviewcadence22Thepowerof'Always-On’Strategy24Theneedforanewstrategicapproach24OverviewoftheAlways-OnStrategymodel25TheconnectionbetweenAlways-OnStrategyandperformance27Conclusionandwayforward29Summaryoffindingsandimplications29Recommendations29TheGlobalStateofStrategy20242ExecutiveIt’sbecomeaclichétosaychangeistheonlyconstantinbusiness.summaryHowever,businessleadersareundoubtedlyfacingmorevolatility,uncertainty,complexity,andambiguity(VUCA)thaneverbefore.ArecentanalysisinHarvardBusinessReviewshowsthat60%ofthefirmsontheFortune500in1995werenolongeronthelistin2020.Someoftoday’smostprominentcompa...
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