Is it possible to invest in tomorrow without damaging performance today? Ken Favaro, writing for Strategy+Business, looks at short-term/long-term tension and how to get over it.
Peter Drucker wrote that leaders should keep their noses to the grindstone while lifting their eyes to the hills – meaning every business must reconcile the needs of the present with the needs of the future.
According to Favaro, almost 60% of companies fail to achieve this “acrobatic feat”, instead opting to favour one side over the other. The result, argues the author, is “a kind of corporate schizophrenia” where organisations flip-flop between visionary forward thinking and aggressive cutbacks.