Business & Leadership Insights
Our latest thinking on the issues that matter most in organisations.
Organisations are now facing a range of challenges when it comes to successfully implementing, integrating and reporting on ESG (Environmental, Social and Governance) factors. Regardless of the many unknowns of ESG, it is too important for asset owners, regulators and governments to ignore. Without definitive standards, sustainability reporting remains complex – and a barrier to progress.
Countries worldwide have started relaxing and dropping the restrictions that were implemented in an effort to manage the catastrophic spread of COVID-19. With this being the case, most industries and organisations view this move as a green light to return to "normalcy". This green light has recently sparked the "return to the office" saga, which has been a hot and contagious discussion between employers and employees.
Many times, strategic planning fails because even though the actual plan is complete, there's little or no follow up to ensure that the plan is executed. Executives get the plan created and in a notebook, but they put it on the shelf and let it gather dust. The plan never gets integrated throughout the organisation.
Are we flying or indefinitely grounded? This is probably the question that most organisations ask themselves when it comes to their sustainability and growth. The answer lies in the effectiveness of their organisational strategies. Are their strategies efficient, well planned, executed, monitored and evaluated enough to keep them flying? Or are they inefficient, poorly planned and poorly executed to a point that they clip the wings of the organisation? But what does it take to keep your organisation afloat? An efficient strategy - a strategy that encompasses a number of elements ~ an integrated strategy facilitation approach, a clear strategic plan, a clear and embedded plan of execution, constant evaluation and monitoring, as well as a turnaround strategy should the planned strategy go pear shaped.
Probably the most well-known turnaround success story is the rise of tech company Apple.
Apple went into a decade-long downward spiral after CEO Steve Jobs left the company in 1985 and lower-priced products from competitors, like Microsoft Windows, took over the personal computer market.
For 12 years, its innovation, popularity and sales continued to plummet, almost reaching bankruptcy until Jobs rejoined the company in 1997. The company was able to turn itself around with a successful rebrand and new technology like the first iMac.
Now, Apple is one of the most well-known and valuable companies in the world, raking in almost $300 billion in revenue each year. But what is a turnaround strategy and when should organisations consider it?
Gestaldt Consultants, Partners and Thought Leaders.
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