Yet companies face structural, strategic and cultural barriers to achieving sustainable growth. Globally, the short-termism in markets pressures corporate leaders to prioritize profit over other forms of value creation. Strategic, business and operational metrics in many companies are often misaligned and driven by divergent interests. The corporate strategy process is undertaken separately from the corporate reporting process, limiting the value to both internal and external stakeholders, and distorting the resource allocation decisions made by investors and other stakeholders.
‘…every CEO [needs to] lay out for shareholders each year a strategic framework for long-term value creation. Those charged with governance have ultimate responsibility for how the organization’s strategy, governance, performance and prospects lead to value creation over time and put annual financial results in the proper context.’ – Larry Fink, CEO, BlackRock
We believe that in the 21st century, companies and their stakeholders need the practical wisdom to understand value creation in a holistic way – unlocking better decisions to drive sustainable performance.
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