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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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?Alternative Views of Strategy Figure 8 (page 450)