Strategy » Dynamic Advantage
The true test of leadership is continuing to outperform over time. How can organizations build competitive advantage in today’s environment?
In an increasingly interconnected world, business leaders should not merely focus on a narrow set of financial variables and transactional relationships. Instead, they must observe, adapt to, and shape the broader set of political, economic, social, and biological systems upon which business depends. This requires a shift in business thinking.
There is strong evidence that preemptive self-disruption is much more likely to be successful than involuntary disruption. Well-designed games can help.
The process of developing and realizing strategy within a company has remained essentially the same: strategic planning. Leaders need a new toolkit.
For a big company to remain big, it may have to act small.
By traditional performance metrics, large businesses are in a more comfortable position now than they have been for several decades but it is important to not get too comfortable.
A common view of strategy execution holds it’s distinct from strategy, harder to pull off, and more critical to success but such a simplistic view can be misleading.
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