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For a long time, I have been troubled to see how often organizations fail to invest wisely in their futures while instead placing dominant emphasis on the present. To be sure, the present is vitally important. Your current business is the performance engine. It both funds day-to-day operations and generates profits for the future. Where problems arise is when the present crowds out other strategic priorities—for example, when the only skills brought into a business are those that serve today’s core. That is shortsighted in every sense of the word.
Read the entire post at Harvard Business Review>>