A Quote by John L. Flannery
If you look across a 30-year career in the company, I've executed in a wide arrange of environments. In financial services all around the world, in industrial businesses, and in the acquisition and strategy work.
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There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
The single most damaging misconception about strategy is that it is a set of financial performance goals. The so-called "strategies" created by many managements are nothing more than three-to-five year financial performance forecasts. They are then labeled "strategy" and shipped off to the board of directors which goes through the motions of discussing how big the numbers are. Strategy is not your aspirations. Strategy is concerned with how you will arrange your actions and resources to punch through the challenges you face.
Millennials are exceptionally independent and innovative. Striking out on your own and failing a few times is de rigueur, while going to work for a company on the expectation that you'll build a 30-year career there is unheard of.
2009 was a tough year, but Australia rose to the challenge of the global financial crisis. It shows what can be done when we all join together and work together, governments of all persuasions state, territory and local; businesses large and small; unions and local communities right across the nation.
Many of the strategy houses don't have the depth of world-class risk capability that a KPMG has, particularly in industries where regulation is a key driver, such as financial services or healthcare.
When you look back on my career, my in-ring work has been watched across the world.
When we look at 105-year-old people around the world, they carry the diverse gut microbiome of 30-year-old people.
If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.
As we pursue our strategies world-wide, we accept a social and environmental responsibility as well. These responsibilities include the promotion of a sustainable economy and recognition of the accountability we have to the economies, environments, and communities where we do business around the world.
In the current world, with work-from-home emerging as a new norm, there is a spurt in demand for security, deployable across multiple work environments.
Like I said, a 30-year-old hockey player, even when I came to New York when I was 30, I was on the downside of my career, pretty much the end of my career.
Strategy is important, but trust is the hidden variable. On paper you can have clarity around your objectives, but in a low-trust environment, your strategy won't be executed.
They already know all about brands... but what 16- and 17-year-olds won't necessarily have is experience of the world of work. The more that businesses get involved with schools, the better, because businesses sometimes complain that students don't have what they require to succeed in work.
The 2.5 billion adults [around the world] without access to financial services are disproportionately women and young people. There are at least 44 million unbanked or underbanked people in the United States, so clearly financial inclusion is needed in all markets.
Increasingly, corporations will look to advertising agencies for direction. Without an understanding of brand creation, messaging, and strategy, today's designers are destined to become the haidressers of tomorrow's creative environments-great for styling but light on strategy.
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