Similarly to Larry Page, CEO of Alphabet, who once said, "Solving big problems is easier than solving little problems,", the challenge of cancer, which has largely been approached from a medical perspective, requires crossover into the realm of Strategic Management. Innovative, cross-disciplinary approaches are needed to overcome the complex obstacles that cancer presents for health systems and businesses.

According to McKinsey, cancer's impact extends beyond healthcare costs to impact productivity and economic loss, reaching $94 billion annually in the U.S., making it direct concern for businesses. Much like Risk Management, understanding the impact of cancer on human capital and operations can influence Strategic Planning.

Benefit Strategy can play a critical role in managing the financial impact of cancer. A study by Goldman Sachs reports that advanced screening and diagnostic tools are reducing cancer-related costs. The management of healthcare benefits represents a potential lever for cost-savings and operational stability. To this end, Digital Transformation can streamline benefits administration and data analysis, detecting trends and enabling proactive measures.

Cancer affects employee morale, productivity, and overall workforce availability. Deloitte recommends establishing comprehensive cancer care mechanisms. These could include partnerships with cancer care providers, employee support services, flexible work policies, and wellness programs - an approach akin to Change Management.

• The Role of Executives: According to Bain & Company, executives should be actively involved in the cancer strategy. This might involve sponsoring health and wellness initiatives or driving Digital Transformation efforts in benefit management.
• Creating an Inclusive and Supportive Culture: BCG proposes that establishing supportive cultural elements, from understanding to flexibility, can facilitate better cancer management. This ties into broader aspects of Culture & Leadership.

Operational Excellence is key in executing a cancer strategy. As is often the case with Business Transformation initiatives, the intersection of people, processes, and technology is critical.

1. People: The need for cross-functional collaboration is paramount. It includes working with HR, benefits teams, wellness committees, and executive leadership. Leaders should also consider the employees affected by cancer and the overall company culture.
2. Process: Streamlining benefits administration, data collection, and analysis to identify cancer trends within the workforce. Use of technology, consistent communication, policy adherence, and monitoring are key aspects.
3. Technology: Use of Artificial Intelligence and Big Data in detecting cancer trends, implementing predictive analytics, streamlining benefits administration, and enhancing employee support. This forms a critical part of Digital Transformation.

Research from The Gartner Group suggests a growing role for Innovation in enhancing cancer care and support for employees. Innovative solutions can range from the use of health analytics software in detecting and predicting cancer cases in the workforce, to virtual reality for stress management among cancer-impacted employees. This highlights the central role of Innovation in corporate strategic management approaches to cancer.

In essence, adopting a Strategic Management perspective enables businesses to address cancer as a systemic challenge, impacting multiple facets of the business. By leveraging core managerial tenets like Operational Excellence, Change Management, Leadership, Culture and Innovation, businesses can transform their approach to cancer, inducing benefits at both the individual and organizational level.