- Research Feature
- Read Time: 25 min
In a world of commoditized products, companies are turning to service offerings for growth. The key to success involves redefining markets in terms of customer activities and outcomes, not products and services.
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Platform leadership is the ability of a company to drive innovation around a particular platform technology at the broad industry level. The more people who use platform products, the more incentives there are for complement producers to introduce more complementary products, causing a virtuous cycle.
The external environment dictates to a great degree whether competition or cooperation is the preferred road.
Using the metaphor of improvisational theater, the author lays out six elements of strategic improvisation that executives can apply to transform their organizations into experimental arenas. Companies that engage in such continual improvisation are better equipped to explore highly threatening disruptive technologies and embrace radical change.
Some of the greatest failings of strategic management, the authors say, occur when managers take one point of view too seriously. Ideas and practices that originate from collaborative contacts between organizations, from competition and confrontation, from recasting of the old, and from the sheer creativity of managers are driving the evolution of strategic management today.
On the basis of research into 100 enterprises, the authors developed a helpful strategic tool, the Delta Model. Companies using the framework define strategic positions that reflect new sources of profitability, align the strategic options with their activities, and establish processes that adapt well to change. The researchers outline practical mechanisms for obtaining feedback from the adaptive processes, and they offer critical metrics to track performance.
While outsourcing might be attractive for some parts of a value center, it is not a substitute for crafting a strategy to leverage IT resources for business success. An effective strategy framework recognizes four interdependent sources of value from IT resources and the approaches for managing each source.
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