Crecimiento Rentable de Negocios (Parte 2/2).

Strategic organizational goals must address the need for balance among various stakeholder groups: customers, suppliers, investors, managers, employees, strategic partners, and society.
Balanced Strategy
Sustainable growth strategy requires balancing short-term results against long-term capabilities and growth opportunities.
Companies should think in different 'time horizons' – both short-term and long-term – when setting strategy, establish proper organizational processes that monitor their health and change the nature of their dialogue with stakeholders.
Strategic management entails multiple time horizons – through balancing between meeting short-term results and contributing to long-term objectives; between building a basic competitive advantage (BSA) and sustainable competitive advantage (SCA); making the best contribution to both today and tomorrow.
Balance between Authority and Employee Empowerment
Effective leadership demands a delicate balance between laissez-faire and overly controlling styles. "Tilting too far toward a majority vote democracy, the manager becomes reluctant to exercise sufficient force necessary to propel the company toward its goals," says Harvard Business School professor Michael Beer. "This creates an organizational bereft of leadership. In such an environment, management fails to coordinates the various components of the enterprise and, in turn, fails to harness the positive factors inherent in the conflict between operating units (such as credit versus sales or technology versus human resources)."
Balanced Change Management
If you wish to manage change effectively, you need to understand that the way people behave is a balancing act – they balance the forces that act upon them. Some of these forces are trying to get people to change their behavior and others are trying to restrain or limit that change.

There are several generic components of a healthy company – a robust and credible strategy; productive, well-maintained assets; innovative systems, structures, products, services, and processes; a fine reputation with customers, investors, regulators, governments, and other stakeholders; and the ability to attract, retain, develop, inspire and energize high-performing talent.
“Thinking about health, as opposed to long-term performance, helps management teams understand how to look after companies today in a way that will ensure that they remain strong in the future. It focuses the mind on what must be done today to deliver the outcome of long-term performance.” Most companies are not focusing enough on managing the health of their businesses. (Ian Davis, McKinsey, 2005)
Innovation
Innovation is the key driver of competitive advantage, growth, and profitability. There are many parts of the whole field of innovation: strategy innovation, new product development, creative approaches to problem solving, idea management, suggestion systems, etc. All of these components are important. "Yet approaching them piecemeal will bring piecemeal results... These seemingly disparate issues must be integrated into a single overarching strategy if they are to be mobilized in the quest for growth.“ (Mark Stevens). In this new era of systemic innovation, you must design your firm's innovation process holistically.
Eco-Effectiveness
Environmental issues and eco-effectiveness are increasingly reflected in business decisions. No business that strives to remain competitive, open to new markets and new opportunities can afford to ignore the global demands for environmental quality. Concepts and tools such as cleaner production, life-cycle assessment (LCA), design for environment (DfE) and extended producer responsibility (EPR) are rapidly becoming key tools for forward-thinking corporations.