Long & Vickers-Koch. Mintzberg - successful strategies tend to be visions, not plans. Threshold Capabilities Support (internal) Basic (required). Core Capabilities Critical (today’s advantage) Cutting Edge (tomorrow’s advantage). Core Capabilities. Williams Companies.
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Critical (today’s advantage)
Cutting Edge (tomorrow’s advantage)
Old Implicit Model
one, ideal position
key success factors
flexible, rapid responses to competitors
New Sustainable Model
unique company position
tailor activities to strategy
clear trade-offs and choices w.r.t. competitors
advantage arises from fit
sustainability from system
operational effectiveness given
growth is a trap?