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Insights

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Your Busi­ness Ready for 2030+?

It is ob­vi­ous that in the un­prece­dent­edly tur­bu­lent world that we are now in, it is vi­tal to pe­ri­od­i­cally re­view the per­spec­tives for busi­ness trans­for­ma­tion, tak­ing into ac­count the changes that will come into our lives in 10 years: af­ter all, wrong in­vest­ments built on bank loans can sim­ply lead a busi­ness to col­lapse. That is why it be­comes ab­solutely nec­es­sary to hold pe­ri­odic strate­gic ses­sions of the top man­age­ment of com­pa­nies with an analy­sis of the lat­est events on the mar­ket, as well as the ex­pected achieve­ments of sci­ence in all ar­eas, in­clud­ing Ar­ti­fi­cial In­tel­li­gence, ro­bot­ics, bi­ol­ogy, med­i­cine, etc. It is no co­in­ci­dence that 20 years ago it was nec­es­sary was to be­come a strategy‐focused or­ga­ni­za­tion. Flex­i­bil­ity in busi­ness de­vel­op­ment, achieved (in­clud­ing) by pe­ri­od­i­cally ad­just­ing the di­rec­tion of de­vel­op­ment, is now one of the KEY qual­i­ties of a com­pany fo­cused on long‐term success.

How in the com­pany to En­sure the Be­hav­ior of the Top Man­agers, lead­ing it to Victory?

The suc­cess of the company’s de­vel­op­ment ob­vi­ously de­pends pri­mar­ily on the qual­ity of the lead­ers’ work, on the abil­ity of the lead­ers to work to­gether for a com­mon re­sult. If lead­ers of the com­pany pull it in dif­fer­ent di­rec­tions, and the CEO works on the prin­ci­ple of “di­vide and dom­i­nate” — can such a com­pany be­come a mar­ket leader? And why the CEO must “di­vide”? maybe he just fears to lose his po­si­tion? Then the ques­tion arises: what needs to be done so that CEO does not worry about his fu­ture if he di­rects ALL his ef­forts to de­velop the com­pany and achieve its MAX­I­MUM re­sult? Re­arrange the work of lead­ers is the sub­ject of a sep­a­rate project, the pur­pose of which is to en­sure that top man­agers do not play games against the in­ter­ests of shareholders.

De­signed by Ap­preus Studio 

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