How often does management presents strategic plans, cost & revenues estimates, budgets, investments and scenarios which seem to be not feasible, because the basic assumptions are wrong? How often do we fool ourselves with “spreadsheet management”?
Asking the right questions is the biggest issue to challenge top management. Examples of crucial questions include: how long will our sources of competitive advantage survive in the face of technological shifts? How will changing customer and societal expectations affect our business models? What does it mean to be an international company when the benefits of international integration are under intense scrutiny?