Building Lasting Corporate Strategy In A Short-Term World

Too many business leaders are focused almost exclusively on the here and now, the short-term, and the next quarterly report to shareholders.

Too many organisations have little to no institutional memory and further confound that condition by failing to prepare for the transfer of institutional knowledge to a new generation of leaders.

Too few leaders are focused on the long-term.

Yet, while lingering economic uncertainty has forced many short-term decisions, at the heart of corporate strategy is a commitment to do what's right for the organisation - be it measured in financial or human capital terms - over the long run, measured over a period of years. The essentials of organisational culture and consumer value, after all, are measured over decades, not minutes nor even months.

As the question of global sustainability grows ever more closer to corporate balance sheets, corporate strategy must also be sustainable. Given the complex business, societal, government and natural challenges standing in the way of progress and growth, there is no room for short-termism.

Decisions today, if they are made with corporate strategy and sustainable value in mind, should be felt years from now and measured in business gains and investor confidence over the long run.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

"Americans Don't Know How Capitalist China Is"
hbr.org
Posted

"A decade ago its retail-goods market was about $1.8 trillion - less than half that of the United States. In 2019 that market reached $6 trillion, surpassing the U.S. level of $5.5 trillion. Even now China's private consumption represents only about 39% of its GDP - way below the U.S. level of 68% and the world average of 63%. That leaves much room for growth and many opportunities for investors, particularly in businesses that cater to consumers."

A fascinating interview with Weijian Shan, CEO of PAG, a $40 billion private equity firm based in Hong Kong.

Read ""Americans Don't Know How Capitalist China Is"" leadership insights

Coming Down the Mountain: Coming Out Of This Crisis Stronger

Breakthrough technology, uncertainty and the unprecedented and ever-increasing speed of change demand an organisation that is a fit for the challenges of the 21st century. We are describing not just a better, but a very different kind of way to operate. An organisation built to change; one where disruption, agility and speed of learning dominate the leadership conversation.

Which brings us to the COVID-19 crisis. A crisis has three stages. Stage one: acceptance. Stage two: survival. Stage three: growth. And the winners will be? Those who come out of this crisis stronger.

Amid the veritable avalanche of "me too" advice on how to get through this crisis it is easy to overlook two central questions:

  1. "How will your business come out of this stronger?"
  2. "As a leader, how will you personally come out of this stronger?"

"Part One: Coming Down the Mountain" looks at how to come out of this crisis stronger:

  • The Three Stages of Crisis
  • Letting Go of Our Past
  • Following a Script From a Different Century
  • The New Normal
  • Coming Down the Mountain
  • Why Culture Matters
  • Next Steps
  • Appendix one: 3 X 3: Crisis, Culture and Change
  • Mindset Assessment: Will You come Out of This Crisis Stronger?

Download your complementary copy today »


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

3 Key Lessons Learned From Covid-19
transearchusa.com

TRANSEARCH USA surveyed nearly 100 companies in 10 diverse sectors to assess the response of American companies to the sea of changes triggered by the pandemic. Chris Swan and John Ryan present key findings to help you learn what your company can do to conquer the crisis and emerge stronger than before.

Key results:

  • 50% of employees will continue to work from home post-pandemic.
  • More than 45% of respondents want their leaders to improve Emotional Intelligence skills.
  • 30% of organisations will focus on attracting new talent after the pandemic.
  • The top three 'human capital priorities' will be improving organisational agility and flexibility, retaining current talent and succession plans.

Read "3 Key Lessons Learned From Covid-19" leadership insights

Wildcard for Growth
transearch.com

"If your TRANSEARCH team hadn't been diligent while also positively stubborn in its pursuit of the right, lasting solution for our company, we simply would not be where we are today…

You have now proven how a search firm can truly become a trusted partner. Thank you."

Read the challenge, action, impact and client perspective of introducing a C-level 'wild card' into the board's deliberations about achieving its commercial goals.

Read " Wildcard for Growth" leadership insights

Diversity, Equity and Inclusion 4.0
weforum.org

"Successful organisations are powered by the diverse opinions, skill sets and life experiences of their employees. To tap into the full potential of human diversity, organisations need to hire diverse talent and create an inclusive working culture underpinned by a fundamental sense of belonging, fairness and equity, enabling people to bring their 'full self' to work."

Read "Diversity, Equity and Inclusion 4.0" leadership insights

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch. The coaching conversation must be informed by the emerging economic environment, tomorrow's customer's needs, and the business strategy. A number of coaching disciplines are common:

  • Coaching is about framing the conversation such that the coachee finds their own way (power to).
  • What the coach believes, the coachee will perceive. The coach must therefore work from the belief that the agreed outcome will (not might), could or should happen.
  • An experienced coach learns how to work from a beginner's mind.
  • To coach is to listen in the way the coachee has always wanted to be listened to.
  • To coach is to help connect the coachee with their own story, ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
  • Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility.

Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.