Here is what MH posted on the Slack Channel:
The takeaway isn’t that everything you heard today is new. Our purpose hasn’t changed, and our businesses will continue to have distinct strategies for the markets and customers they serve.
And importantly, our growth, goals, are not separate from our impact. Growth should come from serving more learners and customers, delivering stronger outcomes and earning greater trust. That growth in turn, gives us more capacity to reinvest in our products, our people and the capabilities that strengthen the flywheel.
What is different is that we now one shared enterprise strategy that connects where we play, how we win, the goals we’re working toward, and how we work together. As Cengage has evolved to become a more integrated, market-facing company, we need that common context to make clearer choices about priorities, investments, and tradeoffs and to make better use of capabilities and strengths across the company. The real test of this strategy will be how it increasingly shows up in our Objective and Key Results (OKR’s), operating rhythms, investment decisions, and day-to-day work. OKR’s will be the framework we increasingly use across the enterprise to track goals and priorities.
On confidentiality, the SOAP and the specific goals and strategy we discussed are internal, and competitively sensitive details should not be shared externally.