High performers take charge of their own destiny. They have a laser-sharp focus on executing against the four drivers of competitive success: customer reach, operational agility, cost competitiveness and stakeholder confidence. And they strike the right balance in their approach to each of these four drivers in relation to the others—strategically and tactically.
—Ernst & Young, Growing Beyond: How High Performers Are Competing for Growth in Difficult Times
Much like legendary sports teams, development is not graded on current progress, but on the ability of these teams to produce a consistent flow of exemplary players over time. In context, newly competitive firms not only signal the future growth of emerging markets but also define ...