“Most long-term strategies are as useful as a five-year weather forecast.”
Investors want to see sustainable, significant, improvement in measurable terms. To achieve such improvement, the organization must have a strategy that insulates it from huge swings when there are economic downturns or major new competitors. To accomplish such a strategy, an organization must do more than meet its goals in a given time period.
All of the ideas and the new frame of reference that we have described in previous chapters are prerequisites to a good, long-term strategy. But they may not be enough to sustain your organization for the next fifteen years. The problem is that a good strategy implies not just one thing, it implies ...