Strategic Planning

Going the Distance: Why Some Companies Dominate and Others by Kevin Kennedy

Posted On March 23, 2017 at 12:04 pm by / Comments Off on Going the Distance: Why Some Companies Dominate and Others by Kevin Kennedy

By Kevin Kennedy

Going the space identifies 8 key hindrances to the long term luck of significant businesses—and indicates precisely tips to triumph over them. Former Cisco SVP Kevin Kennedy and prime advisor Mary Moore exhibit how you can verify company healthiness and proper weaknesses in management, approach, product, market alignment, governance, and more—before it’s too overdue. Going the space offers a complete framework for keeping industry management into the subsequent generation!

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Additional resources for Going the Distance: Why Some Companies Dominate and Others Fail

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Selecting and implementing the strategy that provides sufficient thrust in the right direction—and reviewing this on an ongoing basis—is essential to building and sustaining a dominant position. There are many ways, however, that companies fail to identify the vector with the direction and power to hit the mark. They select, for example, weak strategies that don’t compete well; strategies that double back and are self-defeating; or strategies that don’t take into account the complexities of the market and go straight for the target when more subtle, flanking moves are required.

When leaders are more concerned about their own reputations than their companies’, the focus is on the short term, not the long term. Authenticity, an orientation to serving others, and a bias for learning are the ingredients of leadership that build companies for the long term. These ingredients in a company’s DNA mean that company will attract and grow leaders with these qualities. These kinds of leaders grow other leaders, build learning into the culture, and focus on building for success long after their own tenures.

However, as a company grows, complexity drives a need for more and more sophisticated governance to ensure the execution challenges will be met. In the next section, we look at what we consider to be the four predictable governance challenges required for going the distance. Governance Challenges In addition to the four execution challenges, there are four governance challenges: • culture of learning • leadership DNA • governance systems • board of directors oversight Culture of Learning A learning culture, marked by openness to information and the willingness to change that information, encourages and provides the foundation for success.

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