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 collective strategy has bend overwhelming. Issues such as privacy, obesity, offshoring, and the guard of pharmaceutic products can alter an industry?s run aground rules, and the financial and reputational impact of mishandling these issues can be huge. But they overly acquire new market opportunities that nimble companies can exploit. Companies should touching for signs of emerging hot topics, be ready to respond to them early, and ingleside a series of small strategic bets that will take value if the social and political landscape shifts. CEOs must be willing to ensure that different parts of their own organizations be united behind a coherent approach, to engage in external debat e, 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 much or less the importance of sociopolitical iss! ues to business will certainly be convinced by this year?s catchy McKinsey every quarter mickle on the topic. It?s not just that an overwhelming volume of the respondents acknowledged a wider voice 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 nonplus a full essay, arrange it on our website:
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