In today’s complex global business environment, organizations can survive or fail, and individuals' careers can stall or excel, based on the level and proficiency of business acumen skills within their company. Just ask any c-suite executive if having a strong business skill set has been critical for their own success and we guarantee they will say yes! With this being such an important competency, defining Business Acumen and getting everyone on the same page about what it means is critical.
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There seems to be a business news story just about every day concerning the latest global conglomerate under attack. This aggression is usually from an “activist investor” group trying to assert its will and influence on the strategy and shareholder value of what it terms as “undervalued” organizations. Pepsi, Baxter, and H-P are just a few of the organizations that have been or will be changed forever because an activist investor group intervened to “unlock potential.”But just a few years ago, many large companies were engaging in M&A strategies in order to grow, gobbling up companies and integrating them to create scale and efficiencies. So what’s really going on here?
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Last night, I had the pleasure of enjoying another fantastic and beautiful meal at my most favorite restaurant on the planet earth: Nahm’s Thai Cuisine in Alpharetta, Georgia. In our line of business – delivering award-winning simulation-centric business acumen, business leadership, and strategic business selling learning engagements – we have the opportunity to travel the world and eat some of the most interesting and delicious food in the world.
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In our core business simulation, Advantexe Global Enterprise Simulation (AGES) participants take control of a struggling company and try to turn it around by re-inventing the business strategy and executing the next strategy through distinct operational decisions that create differentiation.
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The sentence hung in the air of the board room of the executive leadership team trying to evolve their business strategy.
"Well, we are getting beat on innovation by two competitors, our customer service scores are the lowest in the industry, and our cost structures and operational effectiveness metrics are also the worst in the industry. In order for us to stay out of bankruptcy, we've got to slash prices, cut costs, and hope that our competitors make some sort of mistake.
