Managers often ask: Should I act for short-term results, or think long-term? Choosing the right mix of short- and long-term action maximizes firm value.
But even though short- and long-term actions are necessary, most firms emphasize the short term.
This guide will help you find the right combination of actions and create value in the short term and long term, for your company and society.
Designed for business leaders, this Executive Report provides:
- A three-step process for achieving the right balance of short- and long-term actions
- Case studies showing how other companies balanced between the short and long term
- Identification of common obstacles to long-term action and ways to overcome them
About the Research
This report is an extension of a larger systematic review authored by Dr. David Souder, Dr. Greg Reilly and Rebecca Ranucci, at the University of Connecticut (United States). They scanned 6,000 sources to draw on the best articles, reports and books by academics, industry, government and NGOs. This report addresses one of the top priorities identified by the NBS Canada Leadership Council in 2014.
|Executive Report (20 pages): Download this summary to understand the key takeaways from the research.|
|Primer (4 pages): Share the primer with colleagues to introduce others in your organization or your industry to the topic.|
|Graphics: Use the graphics contained in the report in your next presentation.|
|Systematic Review (75 pages): Download the full research report to understand the nuances of the topic and obtain deeper insights into long-term thinking.|