By the old train of thought going to the new normal since the advent of the financial crisis, one could observe a myriad of different strategic responses to these companies. Here follows a little conclusion what strategies proved the most sustainable. Hardly a doubt that the most common strategic response to the crisis looked as follows: massive savings and downsizing. And across all industries. Pete Cashmore describes an additional similar source. The largest part of the business world has decided to go down, to save as many resources as possible to switch into standby and simply to wait for that past may lead to the crisis. But what if the all prophets of doom are right and not passing the crisis? What if the crisis is not a crisis but a new normal? A normal where we must learn to be cliched? If that is the case as some suggest – then many standby companies will experience a rude awakening, when you emerge from the cover.

Because while they are stagnant, other companies have any new Normal differently understood by it increasingly investing in business and production development, have used increasingly on education and training your employees and have generally placed a stronger focus on customers and value-chain. The Economist Geoffrey Colvin has analyzed a number of companies, including those who have fueled growth throughout the crisis, are the ones that marched successfully through the crisis. If one performs as company, that the thoughts of the new standard that front refuses, it leads to a question: involves the way forward, the way of the savings and downsizing of value-creating disciplines such as HR, R & D, marketing, training and skills development? That’s right, a rhetorical question.

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