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Stanford Strategy & Organization

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This document provides an overview of strategic management concepts including: - The role of strategy is to find a way for an organization to succeed and create value in a complex environment. - Elements of a competitive strategy include differentiating or lowering costs to create value relative to competitors. - An organization's strategy must account for market and non-market factors that can influence its performance. - Developing and implementing a strategy requires aligning an organization's resources, capabilities, and activities to fit its strategic context and goals.

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S TANDFORD E XECUTIVE P ROGRAMME ON S TRATEGY AND O RGANISATION EPSO ‘98
EPSO ‘98 : T ABLE OF C ONTENTS T HINKING vs P LANNING S TRATEGY & M ANAGEMENT L EADERSHIP & I NTENT B USINESS S TRATEGY T O C OMPETE T O O RGANISE A DVANTAGE & C HANGE S TRATEGIC P OSITION G LOBALISATION T O M ANAGE I NFLUENCE & P OWER WRAP-UP P AGE 3 P AGE 24 P AGE 39 P AGE 51 P AGE 74 P AGE 95 P AGE 111 P AGE 138 P AGE 154 P AGE 179 P AGE 206 P AGE 214
EPSO ‘98 S TRATEGY & M ANAGEMENT
The Role of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 STRATEGY The Answer The Difficulty The Issue
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Role of Strategy STANFORD - EPSO 98 STRATEGY Elements of Competitive Strategy What is strategy Scope
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 STRATEGY The Role of Strategy Value Creation Strategy as Choice Resources, Capabilities & Position
STANFORD - EPSO 98 “ Frontier” Lower Cost Differentiate STRATEGY Moving [A] to the frontier (“operational excellence”) vs taking[B] a position (“strategic choice”) [A] [B]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 STRATEGY The Role of Strategy Keeping Value Created Ingredients in the PIE
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 STRATEGY Cutting up the PIE The Role of Strategy Non-Market Issues The Non-market Environment: 4 I’s
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 STRATEGY Market and Non-market Elements of Strategy Activities Organisation The Role of Strategy We need a lot of everything to move the boat
[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 STRATEGY Corporate Strategy Complementarities and Fit The Role of Strategy
Determinants of Performance STANFORD - EPSO 98 PERFORMANCE Strategy Resources Capabilities Position Environment PIE Competitors Customers Suppliers Complementors Government Social ... Organisation People Features Activities PERFORMANCE
General Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 PERFORMANCE
Context ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Choices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT You have the same when you modify your asset intensity, the way you finance it or you apply new management rules. This is certainly the greatest danger resulting from the lack of awareness and flexibility
Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Goals ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Goals ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Role ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Evolution ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Perspectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Small business or business unit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
Conclusion ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 MANAGEMENT
EPSO ‘98 T HINKING vs P LANNING
Introduction ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
The Fall and Rise of Strategic Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
The Fall & Rise of Strategic Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
The Fall and Rise of Strategic Planning ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
The Fall and Rise of Strategic Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
What is strategy? ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
Operational Effectiveness ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
What is strategy? ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
Benchmarking ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
Tradeoffs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
Fits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
Fit & Choices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
Choice ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
Choice ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 THINKING VS PLANNING
EPSO ‘98 L EADERSHIP & I NTENT
Role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic Intent ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic Intent ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic intent ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic intent ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic intent ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic intent ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic intent ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 LEADERSHIP
Strategic intent ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 INTENT
Strategic intent ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 INTENT
Strategic intent ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 INTENT
EPSO ‘98 B USINESS S TRATEGY
Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 The role of business strategy BUSINESS STRATEGY
Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Defining business strategy BUSINESS STRATEGY
Building blocks ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 A clear set of long term goals BUSINESS STRATEGY
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Building blocks STANFORD - EPSO 98 Scope Competitive advantage BUSINESS STRATEGY
[object Object],[object Object],[object Object],Building blocks STANFORD - EPSO 98 Logic BUSINESS STRATEGY
[object Object],[object Object],[object Object],[object Object],Building blocks STANFORD - EPSO 98 Relationship of strategy to mission, purpose, and values BUSINESS STRATEGY
[object Object],[object Object],[object Object],[object Object],[object Object],Building blocks STANFORD - EPSO 98 Vision BUSINESS STRATEGY
[object Object],[object Object],Building blocks STANFORD - EPSO 98 BUSINESS STRATEGY
[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 The strategy statement BUSINESS STRATEGY
Benefits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 BUSINESS STRATEGY
Benefits ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 BUSINESS STRATEGY
Adapt & Focus ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Strategy identification BUSINESS STRATEGY
Dynamic process ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Strategy evaluation BUSINESS STRATEGY
Consistency ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 BUSINESS STRATEGY
Consistency ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 BUSINESS STRATEGY
Consistency ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 BUSINESS STRATEGY
Evolution ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 The strategy process and strategic change BUSINESS STRATEGY
The evaluation of business strategy ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 BUSINESS STRATEGY
The evaluation of business strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 The principles of strategy evaluation BUSINESS STRATEGY
The evaluation of business strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Consistency Consonance BUSINESS STRATEGY
The evaluation of business strategy ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Advantage Feasibility BUSINESS STRATEGY
The evaluation of business strategy ,[object Object],[object Object],STANFORD - EPSO 98 BUSINESS STRATEGY
EPSO ‘98 T O C OMPETE!
Customer Intimacy and Other Value Disciplines ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Customer Intimacy and Other Value Disciplines ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Customer Intimacy and Other Value Disciplines ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Operational Excellence TO COMPETE
Customer Intimacy and Other Value Disciplines ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Customer Intimacy TO COMPETE
Customer Intimacy and Other Value Disciplines ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Product Leadership TO COMPETE
Customer Intimacy and Other Value Disciplines ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Sustaining the lead TO COMPETE
Customer Intimacy and Other Value Disciplines ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
` ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Four basic principles of capabilities- based competition Competing on Capabilities: The New Rules of Corporate Strategy TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Becoming a capabilities-based company TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 A new logic of growth: the capabilities predator TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 A new logic of growth: the capabilities predator TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Competing on Capabilities: The New Rules of Corporate Strategy ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
Marks & Spencer Ltd.: Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 TO COMPETE
[object Object],[object Object],Marks & Spencer Ltd.: Summary STANFORD - EPSO 98 CAPABILITIES OPPORTUNITIES STRATEGY TO COMPETE
EPSO ‘98 T O O RGANISE
What is organisation design? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Architecture TO ORGANISE
[object Object],[object Object],[object Object],What is organisation design? STANFORD - EPSO 98 Processes Culture TO ORGANISE
[object Object],[object Object],[object Object],[object Object],[object Object],What is organisation design? STANFORD - EPSO 98 TO ORGANISE
Organising for Performance and Growth ,[object Object],[object Object],STANFORD - EPSO 98 Organisational design TO ORGANISE ,[object Object],[object Object],[object Object],[object Object],[object Object],Examples of Trade-off: Initiative vs. Co-operation
Organising for Performance and Growth STANFORD - EPSO 98 Trade-off Initiative Co-operation More entrepreneurial More co-operative TO ORGANISE
Organising for Performance and Growth ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Initiative vs. Co-operation TO ORGANISE
Organising for Performance and Growth STANFORD - EPSO 98 Disaggregated Firm Initiative Co-operation Market/entrepreneurial Firm Classic Bureaucracy TO ORGANISE
Organising for Performance and Growth ,[object Object],[object Object],STANFORD - EPSO 98 I Organisational Investment and Innovation: Move out the frontier Examples: Shifting the Frontier TO ORGANISE C
Organisational Learning STANFORD - EPSO 98 Behavioural Objectives of Design Architecture Processes/Routines Culture (Capability-based) Sustainable Competitive Advantage Initiative Co-operation Learning TO ORGANISE
Behavioural Objectives of Design: Dynamics ,[object Object],STANFORD - EPSO 98 Scope (Capability- based) Sustainable Competitive Advantage Goals & Basis for Profitability I MPLEMENT A S TRATEGY Architecture Processes / Routines Culture I NITIATIVE C O-OPERATION L EARNING D RIVES Implies & Drives Implies & Drives R ESOURCES C APABILITIES P OSITION TO ORGANISE D RIVES
Organisational Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Variation/ Selection/ Retention Model TO ORGANISE
Organisational Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Two reasons why organisations are typically poor learners TO ORGANISE
Organisational Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Learning Dilemma TO ORGANISE
Organisational Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Cultural and procedural support for loosely coupled architecture TO ORGANISE
Organisational Learning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Challenges of loosely-coupled organisation TO ORGANISE
EPSO ‘98 A DVANTAGE & C HANGE
Defending Positional Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 CONTEXT : Internal and External ACTION : Internal and External PERFORMANCE Sources and Effects of Change ADVANTAGE & CHANGE
Defending Positional Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Sources of Change ADVANTAGE & CHANGE
Defending Positional Advantage ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 C Example: IT Outstanding ,[object Object],[object Object],[object Object],IT Outsource Firms Enterprise IT Consumers ,[object Object],[object Object],[object Object],C ADVANTAGE & CHANGE
Defending Positional ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Effects of change ADVANTAGE & CHANGE ,[object Object],[object Object],Evolution of industries
Defending Positional Advantage STANFORD - EPSO 98 Evolution: industry stages Emerging Growth Maturity Decline ADVANTAGE & CHANGE
Defending Positional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Evolution of industries ADVANTAGE & CHANGE
Defending Positional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Defending Positional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Defending Positional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Strategic inflection point ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 Sources of strategic dissonance ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Divergence between stated strategy and strategic action ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Role of internal selection environment ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],STANFORD - EPSO 98 Managing strategic dissonance Help internal selection reflect external reality; allow dissent ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Don’t dismiss strategic dissonance ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object],[object Object],[object Object],STANFORD - EPSO 98 Formulate new strategic intent based on strategic recognition ADVANTAGE & CHANGE
Strategic Dissonance ,[object Object],[object Object]
Stanford Strategy & Organization
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Stanford Strategy & Organization

  • 1. S TANDFORD E XECUTIVE P ROGRAMME ON S TRATEGY AND O RGANISATION EPSO ‘98
  • 2. EPSO ‘98 : T ABLE OF C ONTENTS T HINKING vs P LANNING S TRATEGY & M ANAGEMENT L EADERSHIP & I NTENT B USINESS S TRATEGY T O C OMPETE T O O RGANISE A DVANTAGE & C HANGE S TRATEGIC P OSITION G LOBALISATION T O M ANAGE I NFLUENCE & P OWER WRAP-UP P AGE 3 P AGE 24 P AGE 39 P AGE 51 P AGE 74 P AGE 95 P AGE 111 P AGE 138 P AGE 154 P AGE 179 P AGE 206 P AGE 214
  • 3. EPSO ‘98 S TRATEGY & M ANAGEMENT
  • 4.
  • 5.
  • 6.
  • 7. STANFORD - EPSO 98 “ Frontier” Lower Cost Differentiate STRATEGY Moving [A] to the frontier (“operational excellence”) vs taking[B] a position (“strategic choice”) [A] [B]
  • 8.
  • 9.
  • 10.
  • 11.
  • 12. Determinants of Performance STANFORD - EPSO 98 PERFORMANCE Strategy Resources Capabilities Position Environment PIE Competitors Customers Suppliers Complementors Government Social ... Organisation People Features Activities PERFORMANCE
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24. EPSO ‘98 T HINKING vs P LANNING
  • 25.
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  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39. EPSO ‘98 L EADERSHIP & I NTENT
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51. EPSO ‘98 B USINESS S TRATEGY
  • 52.
  • 53.
  • 54.
  • 55.
  • 56.
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  • 59.
  • 60.
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  • 66.
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  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74. EPSO ‘98 T O C OMPETE!
  • 75.
  • 76.
  • 77.
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  • 79.
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  • 81.
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  • 90.
  • 91.
  • 92.
  • 93.
  • 94.
  • 95. EPSO ‘98 T O O RGANISE
  • 96.
  • 97.
  • 98.
  • 99.
  • 100. Organising for Performance and Growth STANFORD - EPSO 98 Trade-off Initiative Co-operation More entrepreneurial More co-operative TO ORGANISE
  • 101.
  • 102. Organising for Performance and Growth STANFORD - EPSO 98 Disaggregated Firm Initiative Co-operation Market/entrepreneurial Firm Classic Bureaucracy TO ORGANISE
  • 103.
  • 104. Organisational Learning STANFORD - EPSO 98 Behavioural Objectives of Design Architecture Processes/Routines Culture (Capability-based) Sustainable Competitive Advantage Initiative Co-operation Learning TO ORGANISE
  • 105.
  • 106.
  • 107.
  • 108.
  • 109.
  • 110.
  • 111. EPSO ‘98 A DVANTAGE & C HANGE
  • 112.
  • 113.
  • 114.
  • 115.
  • 116. Defending Positional Advantage STANFORD - EPSO 98 Evolution: industry stages Emerging Growth Maturity Decline ADVANTAGE & CHANGE
  • 117.
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Editor's Notes

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