What is strategy? by Michael Porter
Na, perskaičius mano HBR knygą apie M. Porter konceptus, neliko kitos išeities tik perskaityti ir šį legendinį HBR straipsnį. Taip, jis gal ir senstelėjęs, ir toks captain obvious kartais, bet, panašu, kad neįvertintas ir neskaitytas nemažos dalies vadovų. O gaila!
Mano užrašai anglų kalba (palieku vardan keywordų):
- Operational Effectiveness Is Not Strategy
- The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available.
- Japanese Companies Rarely Have Strategies
- Outsourcing means loosing differentiation. Outsourcing cannot be unique proposition.
- Strategy Rests on Unique Activities
- The essence of strategy is choosing to perform activities differently than rivals do.
- It’s impossible to repeat all the activities in the set (0.9 x 0.9 x 0.9=…)
- Strategic position
- variety based position
- needs-based positioning
- access-based positioning
- A Sustainable Strategic Position Requires Trade-offs
- 3 reasons why trade-offs arise
- inconsistencies in image or reputation
- activities themselves
- internal coordination and control
- 3 reasons why trade-offs arise
- Trade-offs are essential to strategy. They create the need for choice and purposefully limit what a company offers.
- Fit Drives Both Competitive Advantage and Sustainability:
- Fit locks out imitators by creating a chain that is as strong as its strongest link.
- Types of Fit
- simple consistency between each activity (function) and the overall strategy
- activities are reinforcing
- optimization of effort
- The competitive value of individual activities cannot be separated from the whole.
- At general management’s core is strategy: defining a company’s position, making trade-offs, and forging fit among activities.
- Vast majority of managers avoid risk; copy/imitate competitors, failing to choose strategically.
