Considered one of our purchasers, the CEO of a $2 billion publicly traded vitality firm, confronted a critical problem. New applied sciences had been reshaping the market, and rivals had been pulling forward in profitable prospects. Whereas the chief staff was already transforming operations and know-how priorities, most of the selections required long-term investments and a willingness to take calculated dangers that solely the board may approve. But the board stayed largely passive, providing neither clear strategic route nor the daring, forward-looking steerage wanted to reposition the corporate.
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