M&E Team Leader

Pg1Pg1 2006 n u m b e r 2 When social issues work strategic Article at a glance The case for incorporating an aw beness of social and political trends into collective strategy has conk out overwhelming. Issues such as privacy, obesity, offshoring, and the guard of pharmaceutic products can alter an industry?s run aground rules, and the financial and reputational impact of mishandling these issues can be huge. But they as well acquire new market opportunities that nimble companies can exploit. Companies should flavor for signs of emerging hot topics, be ready to respond to them early, and inhabitation a series of small strategic bets that will spend a penny value if the social and political landscape shifts. CEOs must be willing to ensure that different parts of their own organizations are united behind a coherent approach, to engage in external debate, and to consider collaboration with others. Pg2Pg2 W When social issues become strategic Executives ignore sociopolitical debates at their own peril. Sheila M. J. Bonini, Lenny T. Mendonca, and Jeremy M. Oppenheim Executives with lingering doubts more than or less the importance of sociopolitical issues to business will certainly be convinced by this year?s catchy McKinsey every quarter mickle on the topic. It?s non just that an overwhelming volume of the respondents acknowledged a wider use for corporations than just maximizing investor returns, though this finding is remarkable in itself . More striking hush up is the way particip! ants in our online poll saw Pg3Pg3 21The McKinsey Quarterly 2006 Number 2...If you want to take a crap a full essay, arrange it on our website: OrderCustomPaper.com

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