Rivals can easily copy your improvements in quality and efficiency.
But they shouldn’t be able to copy your strategic positioning — what
distinguishes your company from all the rest.
HBR Article
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From India, Pune
184But they shouldn’t be able to copy your strategic positioning — what
distinguishes your company from all the rest.
HBR Article
Please also like us on www.facebook.com/HRMglobal
From India, Pune
Very good article which differentiates operational effectiveness from Strategy .It answers critical aspects - why is Operational efficiency important but not sufficient , what are limitations faced by organizations focusing on Operational efficiency and lacking strategic insight . Like rapid diffusion leading to competitive convergence and resulting in zero sum game.It explains origin of strategic positions with their pros and cons. It also provides insight into what not to do in strategy .It talks about why strategies fail and issues like
1. Trade-off’s seen as sign of weakness
2. Pressure of Operational efficiency on strategic positioning
3. Herd mentality of managers
4. Growth trap of managers.
Limitations of paper is it does not define strategy holistically and only giving insight on market positioning aspect
From India, Bhopal
1. Trade-off’s seen as sign of weakness
2. Pressure of Operational efficiency on strategic positioning
3. Herd mentality of managers
4. Growth trap of managers.
Limitations of paper is it does not define strategy holistically and only giving insight on market positioning aspect
From India, Bhopal
Hi Sacheen,
I guess all the above explanations mentioned in the poll above indicates what can be done in a strategy and does not involve the basic understanding of strategy.
Yes, it is true that companies need to should execute strategy in such a way others should not be able to copy it. But is it also not true that companies fail to devise proper strategies just because of a lack of proper understanding of the present operational efficiency, a clarity on Market Dynamics, lack of vision?
Organizational culture(toughest to imitate) too is being replicated at a fast pace due to ever increasing competition and a race of companies to retain the best talent.
Considering the above views, I guess operational effectiveness still plays a major role in devising strategy and need not be as downplayed as by the author Mr. Porter.
Above all are views though. Any additions or contradictions would helpful :)
From India, Hyderabad
I guess all the above explanations mentioned in the poll above indicates what can be done in a strategy and does not involve the basic understanding of strategy.
Yes, it is true that companies need to should execute strategy in such a way others should not be able to copy it. But is it also not true that companies fail to devise proper strategies just because of a lack of proper understanding of the present operational efficiency, a clarity on Market Dynamics, lack of vision?
Organizational culture(toughest to imitate) too is being replicated at a fast pace due to ever increasing competition and a race of companies to retain the best talent.
Considering the above views, I guess operational effectiveness still plays a major role in devising strategy and need not be as downplayed as by the author Mr. Porter.
Above all are views though. Any additions or contradictions would helpful :)
From India, Hyderabad
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