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Although it is expected that a signature values are universal, there are many ways to capture the attention of the customer. I do not think that the geographical component is as important as the common values between cultures. It gives us also, which for Paul Schoemaker, strategy expert and director of research of the Mack Center for technological innovation, managers must develop the ability to anticipate the changes that occur in the future and introduce an element of flexibility in their strategies. That is the only way to get ahead in uncertain times. It is also necessary to have ability of organization and control of external changes in real time.

It is important to be attentive. In his view, uncertainty is an opportunity for those who are ready. Managers tend to protect what they have and wait until that uncertainty ends solving with time. A better strategy is to take advantage of it. The best opportunities come at moments of crises, not in times of stability. The key lies in that, apart from historical fluctuations, managers must rely on its imagination, paying attention to the signs of weakness, establishing comparisons with other sectors and listening to experts from outside and the company itself. To Schoemaker, if companies re-think their strategies, also could avoid the avalanche of layoffs that is occurring around the world: A better strategy would foster growth and, therefore, new contracts. But, too often, managers are focusing their attention on what has worked in the past and unable to adapt their strategies to the new reality.

Companies are dynamic by nature. Now, for example, we witness a creative destruction, while at other times have witnessed the ability to reinvent itself from companies large and small. Furthermore, it adds that leaders can learn from their mistakes in this crisis. Some have an excess of confidence, other ignore relevant facts and some feel unsafe or uncomfortable in a situation of confusion.

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