The New Game of Business

Gideon Rachman FT in October 2010 at the age of very strong growth and concern at the end of the beginning of the age of 10/23 Financial Times piece was written .*

Rachman insightfully defined continuous period from early 1980 both financially, increase the abundance of free trade and politics as a term for the 1998 crash. Glasnost, at the end of the Cold War, China and many countries GDP growth at breakneck speed a wave of excellent all feel very good that many companies left and had contributed to the rosy outlook, even if later we Many found the scene was not based in any reality. As Warren Buffet put the color "the wave goes out we can see who is swimming naked."

The difference is that now even if you are an optimist, and I put myself in that camp, where things are headed is the best one can be estimated is uncertain and lacking in definition. There is always uncertainty, no providence, happenstance and good fortune without accounting firm words about the future can talk. The difference is that so many things are changing both the content level and a contextual level that we barely before the ink dried with an appropriate strategy, we may reconsider it as coming pressed on.

So trying to find its way to the average organization does this mean?

One thing for sure is getting on track and stay there for the future as a winning strategy would be unlikely to consider. Pharmaceuticals industries as far as the energy from one area of ​​finance at the core of all business fundamentals and elements have been enormous changes. Including how much they charge their customers and profit margin will be there or there can do?

We should, as some argue the demise of strategic thinking and surrender or death can be accepted? If there is change so why waste time and effort in a thankless job. Playing a devil's advocate might add that what was good in the summer of '98 with the value of most companies and their top advisers to the industry, no Nicholas Taleb declined faster than something like soothsayers. Certainly argue that I can draw.

But that argument, a fatal flaw, the lack of direction and intention of how we all are left on the effects of flow. We are scrambling to respond without direction. Best case scenario, fire fighting and fighting to the last cent. I do not know about you, but that's a very vague and very little is competitive for my liking. So what options?

The high ground in the world simplify the strategy, direction and possible solution lies in the question of intent. We always need some guidance and direction, as Alice discovered otherwise you do not know where you are going how will you know how you get there?

Strategy to become an analytical exercise, rather than the 80 Gary Hamel question can be viewed as what is the strategic intent? What is the future that includes the corporation and all the changes, risks and opportunities that beckons to the accounts? What we really good - the hand to one another in the modern organization rarely goes hand with questions? Also this is the result of what we are not so good and should not be any more?

Avoid many questions as they do not have an easy answer, it is much easier to keep your head below the slings and arrows of outrageous fortune that come with new games, but it still is but to deal with Of course a price game. It is true that many companies re-examine the basic questions:

• What am I in particular is good?
• What value is to add your organization?
• where our skills, competencies and services can add value to another organization?

Sometimes I fear that we influence things too complicated and all the many elements that our business can be a surprise and disappointment to see about getting the formula right.

On the other hand, if we have clarity about its purpose and direction for us to realize that purpose company design - our operating model, our structures and processes in line with the future, and our people are aligned and meeting engaged in the aim to deliver raw performance goals and will likely be able to overcome challenges.

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