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A CEO guide to today’s value creation ecosystem
The drivers of enterprise value extend beyond financial productivity and as disruption intensifies, businesses must adapt to avoid value destruction.
Illustration by Suppachok Nuthep
In the blink of an eye, COVID-19 disrupted the business environment and illuminated a profound, sometimes overlooked truth: that to create, protect, and sustain enterprise value, executives must consider a set of stakeholders much wider and more diverse than just shareholders.
Related stories
by Aaron Gilcreast and Larry Jones
Disruption and the breadth of the value creation ecosystem are, in fact, connected. In recent months, as supply chains have faltered, channels to market have evolved, and companies’ roles in caring for their customers and employees have been magnified, it’s become clear that the pursuit of financial productivity and profitable growth, long the core of traditional value creation models, is inadequate on its own. Companie
A CEO guide to today’s value creation ecosystem
The drivers of enterprise value extend beyond financial productivity and as disruption intensifies, businesses must adapt to avoid value destruction.
Illustration by Suppachok Nuthep
In the blink of an eye, COVID-19 disrupted the business environment and illuminated a profound, sometimes overlooked truth: that to create, protect, and sustain enterprise value, executives must consider a set of stakeholders much wider and more diverse than just shareholders.
Related stories
by Aaron Gilcreast and Larry Jones
Disruption and the breadth of the value creation ecosystem are, in fact, connected. In recent months, as supply chains have faltered, channels to market have evolved, and companies’ roles in caring for their customers and employees have been magnified, it’s become clear that the pursuit of financial productivity and profitable growth, long the core of traditional value creation models, is inadequate on its own. Companie