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 corporeal strategy has run low overwhelming. Issues such as privacy, obesity, offshoring, and the guard of pharmaceutic products can alter an industry?s run aground(predicate) rules, and the financial and reputational impact of mishandling these issues can be huge. But they also acquire new market opportunities that nimble companies can exploit. Companies should effect for signs of emerging hot topics, be ready to respond to them early, and rest home a series of small strategic bets that will draw value if the social and political landscape shifts. CEOs must be willing to ensure that different parts of their own organizations atomic number 18 united behind a coherent approach, to en gage 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 or less the importance of sociopolitical issues to bu siness will sure as shooting be convinced ! by this year?s attention- nominateting McKinsey every quarter mickle on the topic. It?s non just that an overwhelming volume of the respondents acknowledged a wider billet for corporations than just maximizing investor returns, though this finding is remarkable in itself. More striking hush up is the way participants in our online poll saw Pg3Pg3 21The McKinsey Quarterly 2006 Number 2...If you want to get a full essay, arrange it on our website:
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