Uncertainty in the global economy, uncertainty of Brexit, uncertainty in the credit markets, uncertainty in how new government regulations will affect business, uncertainty about what your competitors are doing, and uncertainty about how new technology will affect the business—these are just the start of a very long list of challenges.

In summary, uncertainty leads to a short-term focus. Companies today are shying away from long-term planning in favor of short-term results, with uncertainty often the excuse. Initially this may feel right, we believe that a failure to strategically plan 3 to 7 years into the future can end up destroying value and creates even more uncertainty.

The problem to be solved, therefore, is to balance the need for a more reactive, short-term focus with the need for informed, long-term strategies.

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Understanding foreign cultures is essential to everything from the ability to penetrate new markets with existing products and services, to designing new products and services for new customers, to recognizing emergent, disruptive competitors that only months earlier weren’t even known.

The problem to be solved is to better understand international markets and cultures through better information gathering and analysis of what it all means.

Similarly, the incredible degree of government intervention in nearly all major economies of the world is leading to much greater uncertainty in the global marketplace, making international operations ever harder to manage.

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The rise of the innovation culture brings many challenges to small and medium size companies which includes investment decisions, funding and the management of risk.

Even big companies today are struggling with innovation and building an effective process to innovate. This is at the top of the agenda for most CEOs, but the idea of creating a more dynaimc and inspiring innovation culture appears too frightening to many.

The problem to be solved is how to become more innovative while still maintaining a sense of control over the organization.

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A changing regulatory environment is always of concern to industries, but uncertain energy, environmental and financial policy is complicating the decision making for nearly all companies today.

Dealing with an unknown regulatory environment is fast becoming the new normal and companies are deciding to get on with it—whatever “it” may be—despite the angst and frustrations that ensues.

Whether a demand from customers or shareholders to become more “green,” the threat of increased costs due to new carbon taxes, constant talk of changes to corporate tax rates, or the impending healthcare and pensions mandate for businesses today feel that much is unsettled.

The problems to be solved are to understand the meaning of regulation and government policy in your industry, its implications for your business, and to develop the skills necessary to deal with it.

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The pace of technological improvement is increasing exponentially. This pace makes capital investment in technology as much an asset as a handicap because a competitor may wait for the next-generation technology, which may only be a year away, and then use it to achieve an advantage.

Of course waiting to be that competitor can be equally risky. What is a CEO or leader to do? Similarly, the ability for even the best of technologists to stay informed about emerging technology is in conflict with the need to master a company's current technology.

The problem to be solved is to develop a long-term technology strategy while remaining flexible enough to take advantage of unforeseen technology developments.

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Diversity brings many challenges, as it makes it far more likely that people do not agree, and the lack of agreement makes running a business very difficult.

At the same time, the lack of diversity within many large company leadership teams leads to a narrow view of an ever-changing and diverse world—contributing to groupthink, stale culture and a tendency to live with the status quo for too long.

The problem to be solved is to first define what diversity really means in your company, then foster the expansion of differing ideas and viewpoints while ensuring a sufficiently cohesive environment that efficiently gets things done.

There’s no doubt that life and business have become more complex, even as certain tasks and activities have become easier due to information technology.

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Business has become more complex, even as certain tasks and activities have become easier due to information technology. The pace of change is quickening.

The global economy is becoming still more connected, creating a much larger and more diverse population of customers and suppliers. Manufacturing and services are increasingly targeted at smaller, specialized markets due to the flexibility that IT provides in these areas.

The 3D printing revolution is a perfect example. We know from our knowledge of the patterns of evolution that, in reality, systems tend to become more complex as they evolve, then become simplified again.

The problem is how to develop better systems-thinking capability so you can design your business models, processes, products and services in a way that minimizes unnecessary complexity.

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It is said that the only true constant is change, and in today’s world nothing is changing more, or growing faster, than information.

The ability of companies, much less individuals, to consume and make sense of the information that is available (and necessary) to make good decisions is becoming a nearly insurmountable challenge.

The problem to be solved is to deal with this mountain of information of both technology and human know-how, then to convert and converge these two dynamic resources into useable knowlede that creates value.

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The lack of sophisticated approaches to information acquisition, analysis and the development of unique insight leaves many companies at a disadvantage; they lack a long-term strategic imperative and instead jump from one strategy to the next on a year-to-year basis.

Everyday problem-solving competency among today’s business leaders is also limiting their ability to adequately deal other challenges in their organization. This is why managers tend to jump from one fire to another, depending on which particular fire their executives are trying to put out, and in many cases the fast-changing business environment is what ignites these fires in the first place. So what is the problem to be solved?

The problem to be solved is that, to navigate the future, companies must resolve that strategic thinking and problem solving are the keys to successful business, then develop a robust capability at all levels.

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Budgets, borrowing, revenue, investments, growth, costs and value are all on-going challenges that require great vigilance and an inscrutable eye for details.

The problem to be solved is that companies need a clear strategy, sound leadership and a unified finance strategy that balances costs with revenue with investment.

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Talent acquisition, management and retention are 3 seperate issues that will challenge even the biggest companies in the world today. The world of Talent has changed with people thinking more short term about their career progression and more discerning of which companies they join.

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Competition is hot and brand and reputaiton are often key issues in success and longevity. If your brand is not a household name then it may be a leading name within your industry. Brand and reputaiton is critical to attracting clients, talent, suppliers, finance and influence in the industry and beyond.

The problem to be solved is a unified strategy that can clearly articualte your values and goals both internally and externally.

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Globlaziation, employment law, social reforms are all critical issues that enable human beings to live in a fair and equitable world. The gap between the rich and poor keeps increasing as is the opporiunity for the disenfranchised to influence their own fate.

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Stress is a major factor in performance. As life and work become more complex and fast paced an individual’s coping skills wane and they are in danger of burning out.

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Because of uncertainty in demand and the need to stay lean, companies are carrying smaller inventories than ever. At the same time, uncertainty in supply, driven by wildly changing commodity prices, an apparent increase in weather-related disruptions, and increasing competition for raw materials makes supply chain planning more challenging than ever.

Smaller suppliers who, five years after the global financial crisis, still struggle to get the credit they need to keep up with their larger customers’ demand exacerbates an already unwieldy situation.

The problem to be solved is to develop a supply-chain strategy that not only ensures the lowest costs, but also minimizes the risk of crippling supply-chain disruptions.

The lack of sophisticated approaches to information acquisition, analysis and the development of unique insight leaves many companies at a disadvantage.

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