By Jim Moffatt
In the dozens of conversations I have with business leaders, I hear a common theme: "We've done the cost cutting and adjustments. We've done the necessary re-sizing, and we've done the hard work of recalibrating our cost structure to support our core business. We're profitable, and we are holding loads of cash. Now what?"
Businesses are expected to operate at peak efficiency and profitability. Getting there is good, but it does not differentiate one organization from its competitors. Investors take it for granted, and quickly punish its absence.
