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 bodily strategy has contract overwhelming. Issues such as privacy, obesity, offshoring, and the guard of pharmaceutical products can alter an industry?s run aground rules, and the financial and reputational impact of mishandling these issues can be huge. But they excessively acquire new market opportunities that nimble companies can exploit. Companies should impression for signs of emerging hot topics, be ready to respond to them early, and domicile a series of small strategic bets that will bring in value if the social and political landscape shifts. CEOs must be willing to ensure that different parts of their own organizations ar united behind a coherent approach, to engage in e xternal debate, 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 dou bts more(prenominal) or less the importanc! e of sociopolitical issues to business will for certain be convinced by this year?s catchy McKinsey every quarter mickle on the topic. It?s non just that an overwhelming volume of the respondents acknowledged a wider single-valued function 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 charter a full essay, arrange it on our website:
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