Leading corporates have articulated Work-from-anywhere policies
ยท trust and an outcome-based culture at Tata Steel
ยท flexible and hybrid work model at Google,
ยท “three hub policy” โ home, office, client site at KPMG
So, “๐๐ ๐๐ฆ๐ฉ๐ฅ๐จ๐ฒ๐๐๐ฌ ๐๐๐ง ๐ฐ๐จ๐ซ๐ค ๐๐ซ๐จ๐ฆ ๐๐ง๐ฒ๐ฐ๐ก๐๐ซ๐, ๐ฐ๐ก๐ฒ ๐๐๐ง’๐ญ ๐๐ฎ๐ฌ๐ข๐ง๐๐ฌ๐ฌ๐๐ฌ ๐ ๐ซ๐จ๐ฐ ๐๐ฏ๐๐ซ๐ฒ๐ฐ๐ก๐๐ซ๐?”
In my interactions with decision-makers, I see three emerging trends
ยท pandemic induced caution, giving way to “itchy-fingers” ready to do something different.
ยท availability of lower-cost capital, making the spread-sheet projections very rosy.
ยท fear of missing out on opportunities that will make them look foolish in retrospective
Nataly Kelly, in aย recent HBR article,ย provides a three-part MARACA framework for a more targeted expansion strategy:
ยท Market Availability (MA): The size of the new market relative to other markets
ยท Real-Time Analytics (RA): Current performance in a given market, relative to the markets.
ยท Customer Addressability (CA): Degree of Difficulty to address the specific needs of this market.
The fundamentals of assessing a market have not changed, and leaders should continue to have a disciplined approach.
Pic Credit: https://www.needpix.com/photo/1158737/
