Chapter 10
Getting things moving
As the lights went down, there was a palpable buzz in the room.
As a young man with only a short stint in a management consultancy under my belt, I spent a few years working for a massive international technology company, with businesses operating in many countries on several continents. After a tough and slightly lacklustre few years of trading, the board of the business had assembled for an away day (or several) to work through a statement of the strategy for the business.
This was the strategy that would make sense of the slightly odd assortment of businesses around the world that made up the group, would articulate how the whole was going to be worth more than the sum of the parts, and would guide the ...
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