The playing field for business has changed significantly in recent decades. The pace of change is accelerating, driven by increased technological progress and shrinking business lifespans. Economic and political uncertainty has risen dramatically and is likely to remain at elevated levels. Industry boundaries are blurring, increasing the potential paths to competitive disruption. Strategy is not dead—in fact, as the gap between winners and losers within industries continues to grow, it is more important than ever. However, the playbook needs to be reinvented for today’s business environment. Classical sources of competitive advantage, such as scale and differentiation, have not gone away, but they have been complemented by new dimensions of competition. This book discusses the new role of strategy in a dynamic, unpredictable context. Part 1 of this book revisits classical strategy frameworks and what changes should be made to apply them to the modern era. Part 2 discusses new strategic capabilities companies need today, such as adapting to uncertain environments and shaping new or disrupted ones. Part 3 examines the expanding boundaries of strategy, including new competitive imperatives as well as the wider range of timescales on which businesses must now operate. Drawing on the work of the BCG Henderson Institute and its fellows and ambassadors over several years, Dynamic Strategy will help business professionals as well as academics and students with an interest in strategy understand the new competitive challenges that businesses face and develop a playbook to address them. Events around the book Link to a De Gruyter Online Event in which Martin Reeves, Chairman of the BCG Henderson Institute, talks about successful business strategies in turbulent times: https://youtu.be/84YE4DBdQpo

Are you at risk of being trapped in an uncompetitive business? Chances are the strategies that worked well for you even a few years ago no longer deliver the results you need. Dramatic changes in business have unearthed a major gap between traditional approaches to strategy and the way the real world works now. In short, strategy is stuck. Most leaders are using frameworks that were designed for a different era of business and based on a single dominant idea—that the purpose of strategy is to achieve a sustainable competitive advantage. Once the premise on which all strategies were built, this idea is increasingly irrelevant. Now, Columbia Business School professor and globally recognized strategy expert Rita Gunther McGrath argues that it’s time to go beyond the very concept of sustainable competitive advantage. Instead, organizations need to forge a new path to winning: capturing opportunities fast, exploiting them decisively, and moving on even before they are exhausted. She shows how to do this with a new set of practices based on the notion of transient competitive advantage. This book serves as a new playbook for strategy, one based on updated assumptions about how the world works, and shows how some of the world’s most successful companies use this method to compete and win today. Filled with compelling examples from “growth outlier” firms such as Fujifilm, Cognizant Technology Solutions, Infosys, Yahoo! Japan, and Atmos Energy, The End of Competitive Advantage is your guide to renewed success and profitable growth in an economy increasingly defined by transient advantage.

In this book Kim provides the reader with a reliable method to develop "joined up" strategies and plans for common business situations - a powerful addition to current tools and frameworks. The initial focus is on the core "strategic architecture" of the business, which explains how performance arises from its system of real elements (customers, staff, products, capacity, cash). Later chapters extend the method to deal with the quality and development of customers and other resources, competition, policy decisions, intangible factors and organizational capabilities. The strategy dynamics method deploys the rigorous, scientific method of system dynamics - essentially the application of engineering control theory principles to social systems. The method leads to the creation of working, quantified models of any enterprise, or any part thereof, of any scale, in any sector-or of any issue that such an enterprise may face. Kim uses clear, every-day language, and develops examples demonstrating how to create working, quantified models we need to develop and manage strategy. The book is supported by the Sysdea strategy planning software. Many of Kim's example models are available online for the reader to explore. Sysdea - www.sysdea.com. This version of the book is printed in greyscale. A version with the interior charts etc in color is also available search on - ISBN-13: 978-1512107753 .

Die Wharton Business School ist die älteste Institution ihrer Art in Amerika und eine der bestangesehenen der Welt. Ein Expertenteam aus fünf verschiedenen Fachgebieten in Wharton diskutiert hier eine der wichtigsten Fragen für ein Unternehmen der Gegenwart - die Sicherung der Wettbewerbsfähigkeit. Neueste Konzepte kreativer Strategien werden vorgestellt.

The book “Beyond Strategy: how to compete in dynamic businesses” aims to explore the strategic management field with particular reference to the companies of the new millennium. These are companies that follow new logics and business models. Therefore, it is necessary to revisit existing theories and models, adapting them to new contexts of analysis. The book is divided into 5 chapters. The first chapter introduces the concept of strategy and strategic management, emphasising the matter pertaining strategy formulation. The second chapter shows the importance of strategic analysis for strategic management. Chapter 3 deals with business strategies, i.e. those that can build competitive advantages in a specific business. Furthermore, the chapter offers an economic analysis of competitive advantage. The fourth chapter links business strategies to business models, with emphasis on how companies create, capture and deliver value to customers. Finally, chapter 5 discusses corporate strategies, underlining the concepts of vertical and horizontal integration, outsourcing, and diversification.

To create a competitive advantage, a company must commit itself to developing a set of capabilities superior to its competitors; But such commitments tend to be costly and hard to reverse. How then, should a company decide which broad path, or strategy, to commit itself to? And how are competition and uncertainty to be accounted for in that decision? In this brilliant reassessment of how companies gain and sustain competitive advantage, Pankaj Ghemawat consolidates contemporary research in economics and other disciplines into a comprehensive yet practical framework for comparing commitments to strategically distinct options. This framework will help managers address specific strategic choices such as entry, exit, vertical/horizontal integration, capacity expansion, and innovation, as well as choices of generic strategy. Step by systematic step, Ghemawat provides managers with the tools and techniques they need to improve the quality of the choices that they make. Specifically, Ghemawat discusses: * how to identify the choices that are truly strategic -- that involve commitment -- before rather than after the fact * how to analyze the short-run and long-run competitive positions implied by a particular strategic option * how to assess the sustainability of superior competitive positions over time * how to account for the flexibility afforded by a particular option in dealing with future uncertainties * how to deal with both honest mistakes and deliberate distortions in the process of choice This pathbreaking book will help managers invest in the future. Its logic applies to choices involving disinvestment as well as those involving investment -- and to choices that embody elements of both. Its logic can be used for diagnostic purposes, such as the valuation of business, and most broadly, it win force managers to think about important issues that they may have tended to ignore. Ghemawat's discussion of these important ideas is concise, studded with detailed examples, based on rigorous research and, above all, practical. It will become required reading for thoughtful practitioners as well as practitionersto-be in the 1990s.

You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.