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Strategy, Value Innovation, and the Knowledge Economy

For the past twenty years, competition has occupied the center of strategic thinking. Indeed, one hardly speaks of strategy without drawing on the vocabulary of competition — competitive strategy, competitive benchmarking, competitive advantages, outperforming the competition.


A Dynamic View of Strategy

Strategic failure usually comes from an inability to make clear choices on which customers to target, what products to offer, and how to improve efficiency. Incumbents routinely bow to upstarts that innovate in those areas. The author shows established companies how to prepare for and counter such disruption with a dynamic process of continual strategic renewal.



Strategic Innovation

How can a company successfully attack an established market leader? How can it find new ways to compete that everyone else has missed? By breaking the rules of the game in its industry to find new sources of innovation, says this author. In a study of thirty successful attackers, he identified five ways that they think about and develop a new game plan.


ABB and Ford: Creating Value through Cooperation

More than three years ago, Thomas Lyons et al. noted that U.S. manufacturers and their suppliers were being pushed by world-class competition to develop new styles of relating to one another.1

Showing 21-30 of 30