Closing Remarks for the Part

Peter Lorange and Karin Mugnaini
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Peter Lorange: IMD
Karin Mugnaini: IMD

Chapter 10 in The Future-Ready Leader, 2023, pp 93-95 from Springer

Abstract: Abstract Adapting a firm’s strategy to the external environment is perhaps an issue of being sufficiently open-minded, so as to squarely observe, capture, and reckon with critical shifts that may be more or less apparent. It is perhaps worthwhile to consider the most valuable corporations on Standard and Poor’s list of top ten, a generation ago versus today. Classic corporations such as Exxon, General Motors, and General Electric were previously on the list, but are no longer be found on today. High tech, software-driven firms have taken over. Why did Exxon and other energy-producing firms not see the shift towards the increasing prominence of alternative sources of energy? Why did General Motors not see the shift towards electric propulsion? Also, why did General Electric not see the shift towards asset light business activities? There seems to be one overriding conclusion when it comes to this, namely a strong propensity to stick to one’s traditions. To question this would typically not be on the agenda.

Date: 2023
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DOI: 10.1007/978-3-031-45090-7_10

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