ranjan

After weeks of the spread of Covid 19 pandemic and widespread lockdown, we must take stock of how the crisis has disrupted the strategic decision-making framework for organisations and try to build a new one to look beyond the immediate crisis.  The following three horizons framework  approach illustrates how organisations sustain growth, while maximizing the future opportunities for growth. Horizon one represents those core businesses most readily identified with the company name and those that provide great profits and cash flow. Here the focus is on improving performance to maximize the remaining value. Horizon two encompasses emerging opportunities, including rising entrepreneurial ventures likely to generate substantial profits in the future but that could require considerable investment. Horizon three contains ideas for profitable growth down the line, like small ventures, research projects, pilot programs or minority stakes in new businesses. Time should be treated as