Should fossil fuel and industrial companies spend billions trying to build new, “cleaner” businesses? Or simply squeeze as much cash as possible from existing operations, even if they are in structural decline? This is one of the defining questions of the decade in many sectors.
Successful case studies backing up option A are becoming fewer and farther between. The 207-year-old British industrial group Johnson Matthey’s latest transformation shows how well-meaning ideas can turn into expensive misfires — as well as the dangers of becoming a “jam tomorrow” energy transition stock.
您已閱讀25%（770字），剩餘75%（2282字）包含更多重要資訊，訂閱以繼續探索完整內容，並享受更多專屬服務。