Like a chess game, each strategic action (or inaction) should be planned two to three steps ahead.
Government financial support of renewable energy programs is politically charged, rapidly changing and rife with uncertainty. How should you respond?
Decisions concerning large, often irreversible investments in long-term renewable energy assets generally depend on bankable long term visibility into asset utilization and prices received for asset outputs.
Conventional wisdom suggests that changes to cleantech incentives, such as subsidies, grants and credits, should be handled in a predictable way. After the global financial downturn, it’s not so simple.
Many governments around the world, particularly in more mature economies, must pare down debt and implement painful austerity measures.
The key to long-term success lies in a broad and deep analysis of possible outcomes through a decision tree that tracks likely impacts from root system to branches.
The complex interplay between regulatory changes and market opportunities demands sophisticated scenario and strategic planning based on a company’s resources, competitive advantages and goals amid emerging and sometimes mercurial global opportunities. Indeed, smart movers may find a world of opportunity in uncertainty and position themselves strongly for the long haul.
Every player operates under particular circumstances and should thus pursue a tailored, company-specific strategy. This means that multiple players will often follow fundamentally different strategies. So, like a chess game, each strategic action (or inaction) should be planned two to three steps ahead. This exercise is applicable around the world.
Today’s regulatory uncertainty is settling in as the new normal. Against this backdrop, quick and strategic responses to bimonthly rather than every 10-year macro drivers open the door to once-in-a-lifetime opportunities. Broad, deep and thoughtful scenario analysis, planning and action will set apart astute and nimble cleantech companies both today and tomorrow.
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