Most companies steer on one side of the business or the other. Finance has its numbers; operations, sales and logistics have theirs. Sometimes there's a loose mix of both. What's rare is a single balanced view that reflects what's actually happening across the company, which means most leadership teams never really see their own performance clearly.
Christian Barte's point is that this used to be survivable and increasingly isn't. Market pressure on the mid-sized companies Centida works with has grown sharply, and the gap between what you think is happening and what is actually happening has become expensive.
He uses a concrete example. If the US raises tariffs on a specific product category, a company has two options. Wait for it to happen and then work out what to do by which point the window to respond has narrowed considerably. Or model the scenario in advance, so that when it lands, you already know who does what to stay on course.
That's what a steering concept is for. Not another report. Planning ahead for what might be coming, reporting honestly on where you actually stand, and having the governance, processes and people in place so that the organisation knows how to respond, before it hits.