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Thabo Mosala
The underlying insight behind competing on the edge is that strategy is the result of a firms organising to change constantly and letting a semicoherent strategic direction emerge from that organisation.
Models of strategy
Five Forces Core Competencies
Firm as a bundle of competencies
Game Theory
Assumptions
Create a vision, build C i i b ild and exploit competencies to realize vision Long-term dominance
Gain h edge, i G i the d time space, shape semicoherent strategic direction Continual reinvention
Success
Semi-coherent
Where do you want to go? How do you get there? What is the results?
Results
Self-organised behaviour Well-positioned and sometimes surprising product line Complicated and unpredictable strategy
Key concepts
Adaptive culture Semi-structures Real-time communication
Coadaptive edge
Dilemma: Collaborative synergies and individual success
Management Practices
Locate decision making about collaboration across businesses where shortterm tactics and long-term strategy meet Narrow target areas for collaboration to specific categories of high payoff Create roles for each business-dont drive cross business collaboration with egalitarianism
Results
Lower costs Faster speed Enhanced resilience Unique business strategies Dominance in highhigh potential markets
Key concepts
Nexus of strategy/tactics Focussed collaboration All businesses are unique
Regenerative edge
Dilemma: Exploit old and explore new
Management Practices
Blend the best of the past with something that is new Carry a critical mass of experienced people forward Balance risk-taking by rearchitecting and recombining Break up strategies, customers, resources, and , , products into independent modules
Key concepts
Speeding the blend Blend the old and the new Critical mass of p p people modularity
Results
Extended profitability in established businesses Effectively diversify into new growth opportunities
Experimentation edge
Dilemma: Commitment to a future and flexibility for the future
Management Practices
Craft a vision of the business not the industry Probe the future with a wide-variety of low-cost probes across multiple time horizons Where appropriate, measure the probe results and use these to shape strategic direction Frequently revisit the future without investing too
Key concepts
Vision of the business Wide variety of low-cost probes Constant but thin attention
Results
Insight into possible futures Anticipatory moves Flexible strategy constant