Q There is such a bias in the market for short-term results—how can you prepare for the long term?

A In a word: management. Balancing the demand for quarterly results with the pressure for a profitable future is what good managers do for a living. Every time we hear this question we wonder, "What do you think you were hired for?" You were hired to wrestle a paradox—and pin it to the mat. And not just once, but over and over again. Anyone can manage for the short term. Just keep squeezing the lemon, wringing out costs to the pulp. And anyone can manage for the long-term. Just tell people, "Be patient. Our strategy will pay off in time." The mark of a leader is someone who has the rigour, vision and courage to do both simultaneously.

Q Many scientists agree that global warming is destroying our planet but I've heard you suggest the verdict is out. How do you really feel?

A Whether the impact of global warming ends up being minor or catastrophic, companies have to adopt a "here it comes" mindset and mount a well-reasoned plan—they shouldn't wait to find out. If you accept it as reality, adapting your strategy and practices, your plants will use less energy and emit lower effluents. Your packaging will be more disposable, and your new products will be positioned to capture markets created by severe weather effects. Yes, global warming may not be as damaging as some predict and you might have invested more than was necessary, but given all the possible outcomes, the upside of being ready and prepared surely beats the alternative?