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Strategy 683 Presentation
- 1. By: Annie Herbowy Blake Rizner
- 2. Environmental Model Resource Model Core Logic Activity Implications for leaders Review
- 3. Porter Frameworks ◦ 5 Forces ◦ Opportunities ◦ Threats ◦ Value Chain
- 4. Generic strategy ◦ Differentiation ◦ low cost leadership
- 5. Physical Capital Human Capital Organizational Capital Resources Heterogeneous / Homogeneous Mobile / Immobile
- 6. Sustained Competitive Advantage ◦ Valuable ◦ Rare ◦ Imperfectly Imitable Unique Historical Conditions Casual Ambiguity Socially Complex ◦ Non-Substitutive
- 7. Resource based ◦ Capability Logic Hypercompetitive / High velocity ◦ Guerilla Logic Ecosystem / Chaos ◦ Complexity Logic
- 8. Superior Resources Depicts core competencies as foundations for the future Emphasizes internal capabilities Protection of imitation Complementary interdependence to support superior accomplishments
- 9. Constant disruption of current conditions Lifespan of solutions is short Radical changes to create temporary advantages Organization units and actions are loosely coupled to support innovation and reduce constraint Increase speed and capitalize on risk
- 10. Rely on network feedback and emergent relationships Require a blend of competition and cooperation Healthy ecosystem open to material and energy flows Influence is achieved by managing initial conditions and forces/attractors Value and culture determine the boundaries of social system
- 11. Determine the appropriate strategy for a firm competing in the consumer products industry with regards to: ◦ Capability Logic- Group 1 ◦ Guerilla Logic – Group 2 ◦ Complexity Logic- Group 3
- 12. Efforts to combine and blend these conceptual perspectives within a single strategy create serious problems for managers who are concerned about achieving consistency of purpose (Lengnick-Hall and Wolf, 1998) http://www.youtube.com/watch?v=SxuYdzs4 SS8
- 13. Vision/Mission Consistent Message Filter
- 14. Capability Logic Guerilla Logic Complexity Logic
Hinweis der Redaktion
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- Blake- Plant and Equipment Laborers to Leaders Structure, Planning, Controlling, Procedures In the Environmental Model it is conceptualized that Resources are Homogeneous and Mobile. This creates an environment where all of the resources are the same and accessible for all firms. Therefore, a Sustained Competitive Advantage could not form. In the Resource Model it is conceptualized that Resources are Heterogeneous and Immobile. This creates opportunities for sustained competitive advantage because all firms do not have equal access to all resources.
- Blake- Value- Exploit Opportunities or neutralize threats Rare- Among Competition Imperfectly Imitable- If the resource is imitable it ceases to be rare. Historical Conditions – firms cannot go back in time to duplicate historical impacts Casual Ambiguity- if the firm itself cannot determine the source of competitive advantage, how can competing firms? Socially Complex- Like Casual Ambiguity a competitive advantage arises without a great understanding. This time it has to do with a complex social phenomena for example Pixar. In regards to leadership, one resource required in the implementation of almost all strategies is managerial talent (Hambrck 1987)
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- Blake- Competitive Advantages can be gained through..
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- Anne- Each of these three core logics offers a different way to structure the ambiguous problem of strategy by creating a reasonable set of purposes, and by defining an effective relationship between a firm and its context.
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