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Geographic and economic distances touch on operational efficiency, supplychains, and pricing strategies. We all know that risk comes in many forms: regulatory hurdles, cultural missteps, or even a supplychain bottleneck in a geographically distant market. Another beauty of the CAGE framework is its adaptability.
Export and import issues (supplychain issues from Brexit). Digitaltransformation. Commerciality – Finance, pricing, innovation and research (kimtasso.com). Sociological. Generation differences (e.g. less attendance at university). Different family structures. Mental health issues. Immigration and social unrest.
There are also firms specific to several different trades and practices, including finance, healthcare, advertising, engineering, architecture, technology , and even the public sector. They can advise healthcare companies on everything from digitaltransformation to acquisitions and mergers to customer experience.
A seller could create workarounds if an obstacle arises in a supplychain that threatens to limit access to goods because of the pandemic. An unanticipated solution: They share a new, creative solution to a problem or offer different insights into the solution that the buyer has already selected.
As digitaltransformation continues to reshape industries, the insurance sector faces both tremendous challenges and opportunities. The insurance industry is one of the bedrocks of economic stability, enabling businesses and individuals to manage risk, preserve capital, and navigate uncertainty.
In finance, GenAI could improve risk assessment and fraud detection. Performance – GenAI can optimize production lines by predicting maintenance needs and streamlining supplychain management. How AI co-trainers are transforming leadership development at MDI I have been working with an AI co-trainer "Rudi".
SBTi also has initiatives for different sectors—such as targets for the finance sector to reduce investment in fossil fuels. Apple recently announced its intention to achieve net-zero emissions by 2030 and decarbonize its supplychain through measures like working with suppliers who use 100 percent renewable energy.
Whether it’s cash, manpower, or supplychain capabilities , leaders need to assess if the strategy is grounded in practical execution. Leaders must ensure that departments—whether it’s marketing, R&D, or finance—are marching toward the same goals. Feasibility matters more than executives often admit. Clarity is king.
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