Pacemakers and steroids vs. the workout for value

摘要

There is one thing that seasoned leaders never lose sight of: businesses operate in a complex, interconnected environment where customer preferences, markets, technologies and regulations are in a state of constant flux. Business people who miss this point and don't factor in strategies to counter the attendant risks are very likely to see their companies becoming value-destroyers from the perspective of their stakeholders rather than value-creators. One doesn't notice too many people explicitly focusing on value, a rather fundamental requirement of good business. After all, isn't the creation of long-term value for shareholders the major driver for executive action? The answer ought to be an unequivocal "yes," but many would hesitate, suggesting instead that generating profits consistently would be just as good.