通常的年度战略调整,并不需要委员会在完全解决这些问题的情境下提供评估,更不需要产生新的见解作为回应。这种机械的年度董事会战略进程,缺陷是普遍的。于是,该公司董事会放弃了年度的例行流程,代之以更加深入、但无须频繁的参与形式——大约每三年进行一次,同时还在每次董事会会议中投入一些时间,根据进程和关键 The usual annual strategic readjustment does not require the Commission to provide an assessment in the context of a complete solution to the problems, without even having to generate new insights in response. The mechanical board of directors strategy process, defects are common. As a result, the company's board abandoned its annual routine process and replaced it with more in-depth but less frequent forms of engagement - approximately every three years, with some boarding time for each board meeting, based on process and key