Pietro Sartori writes:
While I am not the biggest fan of textbooks, as a Business Management student I had my fair amount of fun applying Michael Porter’s tools and McKinsey – BCG matrices to formulate strategic market and product investment decisions. The repeated application of these and other frameworks provides a solid foundation to understand the top-level, theoretic decision-making process of a business. However, moving into the professional world, decisions that will profoundly impact the fate of an organisation are typically made by people sitting in a bright room with a long table in the middle and implemented by those executives whose title usually starts with a ‘C’. Textbook theories rarely have a place in such settings.
In my first year in the business world, I have had the good fortune to meet several CEOs and Chairmen, CFOs and HR Directors, as well as other senior executives whose work has impacted the success of numerous organisations and the careers of thousands of employees. From the early days, I started to notice that while these executives’ broader agendas varied according to their functional focus and seniority, they all shared a common concern: how can we make our organisation future-proof in a world where complexity and speed of change constantly increase?