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 primer will allow you to introduce colleagues in your organization or industry to the topic of long-term thinking.
Designed for business leaders, this Primer provides:
- A three-step process for achieving the right balance of short- and long-term actions
- 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.
This primer draws on the best available research on long- and short-term action. For additional information, see the original report.