When Social Issues Become Strategic

Monday, 3 April, 2006 - 07:38

McKinsey Quarterly, 27 March 2006. In an article featured in the McKinsey Quarterly, companies that ignore sociopolitical debates are advised to change their outlook.

McKinsey Quarterly, 27 March 2006.

In an article featured in the McKinsey Quarterly, companies that ignore sociopolitical debates are advised to change their outlook. The article argues that companies should look for signs of emerging hot topics and be ready to respond to them early, and place a series of small strategic bets that will create value if the social and political landscape shifts. It goes on to say that CEOs must be willing to ensure that different parts of their own organisations are united behind a coherent approach, to engage in external debate, and to consider collaboration with others.

To read this article, click here.

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