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Tuesday, 31 August 2010 16:33 |
Written by Thomas A. Stewart
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A year ago, the most bedeviling strategic problem was stark: It was getting through the night — how to make sure that what you did to survive the recession didn’t leave you too maimed to enjoy the recovery. (If and when…) Five years ago, the nastiest problem — at least for companies in established markets — was how to cope with competition from low-cost competitors. That problem hasn’t gone away, but many multinationals are coping with it pretty well, except where host governments play favorites with a heavy hand.
My candidate for toughest-to-crack nut these days is a problem my colleagues and I call “fluidity.” Simply put, it’s how to bring world-class capability to bear on any situation anywhere in the world without building a bloated business. Here’s why fluidity is so important — and so hard.
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