Cash trapped in operations limits strategic options. Why boards should treat working capital as a strategic lever.
The problem
Most organisations recognise the issue but struggle to act on it. The reasons are rarely technical; they are about framing, evidence and ownership.
A practical approach
Start with the decision, not the data. Define what would change your mind, gather the evidence that matters most, and agree in advance how you will decide.
What this means for leaders
Clarity about the question is the most valuable input to any analysis.