The last 18 months have been a corporate wake-up call: uncertainty, scandal, stock market meltdown, business failure, losses, new regulations, excess capacity, double dip, triple dip, stagnation, recovery, recession, depression, deflation, inflation. Too many senior executives allowed their operations to become fat, happy, and lazy through the bubble cycle, losing sight of true performance management in the shadow of performance manipulation. It was too easy to let basic business disciplines become lax. Confronted with dramatic market, economic, and socio-political change coupled with unprecedented competitive pressures, the survival of business and individual careers hinge on adaptation and rapid strategic renewal.
Survivors in today's corporate wasteland have solid balance
Sudden downturns in the economy make strategic renewal difficult in the face of operational cost management imperatives because employees at all levels have become complacent and uninformed about the interrelationships of the key operational processes that support strategy.