Strategy from
the Inside Out:
BUILDING CAPABILITY-CREATING
ORGANIZATIONS
Danny Miller
Russell Eisenstat
Nathaniel Foote
E
veryone knows that popular brands and unique capabilities help sustain
a company's competitive advantage. However, they cannot be built by
imitation. Ingenious executives have been able to develop sustainable
capabilities not by emulating others, but by using their organizational
designs and processes to identify, build on, and leverage their "asymmetries"—
their evolving unique experiences, contacts, or assets. These asymmetries may
occur even in the simplest organizations. Unfortunately, they frequently are
concealed, of little apparent use, and unconnected to value creation. Thus they
require new strategy making and organizational approaches for their discovery,
development, and application. Based on lessons from a two-year study of a
diverse sample of companies, this article shows how managers can grow capabil-
ities that sustain competitive advantage by constantly identifying and growing
asymmetries, embedding and empowering them within an organizational
design, and shaping market focus to exploit them.
For Citibank CEO John Reed, 1991 was a very tough year. Citi's stock had
plummeted, in no small part because of its trouble-ridden global corporate bank.
Some problems, such as non-performing Latin American loans, were shared by
competitors. However, Citi was especially hobbled. Paradoxically, although it
had banks in over 100 countries, many of these were weak. Local rivals vdth
better ties to customers and government were strangling Citi's revenues and
eroding its margins.
The authors would like t o thank Don Hambrick. David Hoopes, Quentin Hope, Jay Galbratth, Isabelle
LeBreton-Miller, Anne Waters, and John Whitney for their helpful comments.The first author is also
grateful to the Social Sciences and Humanities Research Council of Canada for grant 410-98-0405,
which supported a part of this research.
CALIFORNIA MANAGEMENT REVIEW V O L 44, NO. 3 SPRING 2002 37
Strategy fronn the Inside Out: Building Capability-Creating Organizations
The choices confronting Reed seemed bleak. On the one hand, he could
try to strengthen Citi's presence in lucrative markets such as Germany or Japan
by copying regional rivals like Deutsche Bank. He might, for example, try to
build deeper relationships with local businesses. However, Citi would always be
at a disadvantage vis-a-vis local rivals, who had better government and industry
contacts—relationships that for historical and political reasons Citi was unlikely
to duplicate. A more feasible strategy would be to offer new services and try to
become more efficient. However, there was nothing to stop competitors from
following suit and neutralizing Citi's efforts. Reed, like so many of today's CEOs,
was facing a quandary.'
Citibank (now Citigroup) and some two dozen other firms we studied
(see Appendix 1) have managed, quite craftily, to escape this predicament of
how to gro.
STRATEGY
58 BUSINESS STRATEGY REVIEW ISSUE 4 – 2010
STRATEGIC
ORCHESTRATION
Many companies seizing major
opportunities in emerging markets
are blazing a management path
also shared by companies such
as Apple, RyanAir and Nestlé.
Strategic orchestration allows
firms to get to market faster,
adapt to changing circumstances
and lower their invested capital,
thereby allowing them to pursue
less profitable opportunities such as
serving emerging market consumers.
Donald L Sull and Alejandro
Ruelas-Gossi tell how.
As the global economic crisis
recedes into the past, executives are
raising their heads from cost cutting
and looking for opportunities to
grow the top line. Unfortunately,
revenue growth is elusive. The
four horsemen of the new normal
— insecure employment, stagnant
wages, unsustainable credit and low
investment returns — cast a dark
shadow over consumers who cut
back on spending. At the same time,
governments are slashing investment
and public payrolls to reign in fiscal
deficits. Major savers, like China
and Germany, cannot shift from
exports to consumption fast enough
to offset declining demand elsewhere
in the world.
How, then, can executives grow
revenues despite tepid overall
demand? The standard answers
are corporate entrepreneurship and
innovation. To grow in stagnant
markets, managers need to spot novel
opportunities or envision breakthrough
products or services that will
differentiate them from competitors.
Unfortunately, established firms often
struggle to seize new opportunities,
losing out to more fleet-footed
start-ups. The failure of corporate
entrepreneurship is often blamed on
a lack of imagination. To stimulate
the necessary creativity, companies
send executives to workshops where
they use finger paints or pretend to be
jungle animals (real examples both) to
think more creatively.
These efforts to stimulate
creativity are misplaced. In most large
corporations, the primary impediment
to revenue growth is not a lack of
creativity, but an unhealthy addiction
to power. Pursuing new opportunities
often demands novel resources and
competencies not currently at a firm’s
disposal. In many cases, executives
reject out-of-hand any opportunity
that doesn’t leverage the firm’s
existing resources and competencies.
Like the proverbial boy with a
hammer, they reject any opportunity
that isn’t a nail. If internal champions
persist in pursuing the market gap,
they often draft detailed blueprints
to develop the necessary resources
in house. But senior executives
often turn down the proposal as too
expensive, time-consuming or risky.
There is an alternative, which we
call ‘strategic orchestration’, whereby
a firm pursues an opportunity —
not by controlling all the required
resources and competencies but by
assembling and managing a network
of partners. Strategic orchestration
allows firms to get to market faster,
adapt to changing circumstances and
.
The document summarizes an article from the McKinsey on Finance publication. The article discusses treating mergers and acquisitions (M&A) as a strategic capability that can provide competitive advantages. It identifies four institutional capabilities companies need to build to successfully approach M&A as a strategic capability: engaging in M&A thematically, managing their reputation as acquirers, confirming the strategic vision during due diligence, and reassessing synergy targets throughout the deal lifecycle. Developing these capabilities can help companies realize the full potential of M&A for growth.
The document discusses the importance of business model innovation for companies to remain competitive. It argues that most companies are "stuck in the middle", neither large enough to dominate nor differentiated enough to find a niche. It then outlines four key areas that determine company success: the markets it serves, its products/services, operating model, and cost structure. It stresses the need to re-examine these areas and be open to reinventing one's business model to create new value for customers and shareholders in a sustainable way.
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
D
A
N
IE
LA
G
U
G
LI
E
LM
E
T
T
I
or more than a century, the game was domi-
nated by the usual suspects: Europe, North
America, and Japan. But in recent decades the
competitive landscape has changed. Cham-
pions coming from emerging markets have risen to
leadership positions in a wide range of global indus-
tries, and they have done it not by defeating the es-
tablished giants in their own game, but by changing
the rules to create a new game altogether. In cement,
it is not longer Europe that heads the list, but an ag-
gressive multinational –Cemex– with headquarters
in Monterrey, Mexico. The fastest growing appliance
maker in the world –Haier– hails from neither Japan
nor Europe, but Qingdao in China. Another Chinese
F
by Alejandro Ruelas-Gossi and Donald N. Sull
november 2006 2
The Key to Agility on the
Global Stage
The new global champions coming from
emerging markets are not finding better
answers to old strategic questions. They
are changing the question itself –no longer
thinking in how to optimize traditional value
chains, but in how to create and coordinate
networks to seize opportunities that others
don’t see.
Orchestration
Strategy
Published in Harvard Business Review América Latina, November 2006
upstart –Galanz– leads the world market in micro -
wave ovens. The world’s biggest brewer by volume
–InBev– is a joint-venture between a Belgian and a
Brazilian brewer. The world’s leading steel company
–Mittal Steel– began less than 30 years ago as a small
mini-mill in Indonesia.
At first, the explosive advance of these and other
emerging champions fall somewhere between un-
likely and miraculous. Most emerging market compa-
nies face a high cost of capital and limited availability
of funding; their domestic customers often have low
disposable income but are still discerning consum-
ers; firms must fight a two-front war against domestic
competitors at the low-end and multinationals at the
high-end; and they lack resources such as technology
and brand at the scale afforded by established leaders
in developed economies.
What explains, then, that these upstarts from
emerging markets have managed to carve out global
leadership positions in such a short period of time?
Why have the incumbent players relinquished market
share to competitors coming from developing regions
such as China, India and Latin America? We believe
that the problem for many incumbent firms has been
that their managers have been asking the wrong ques-
tions. In North America, Japan and Europe, manag-
ers are still obsessing over the question of how they
can optimize their established business models. This
question assumes that there is only one best way to
compete –often embodied in the notion of a value
chain. It leads executives to ask what other competi-
tors are doing and then benchmark one another to
mindlessly ape the most successful. It leads them to
ask existing customers if they are satisfied with th ...
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
The document discusses the strategy formulation process, explaining that the basic purpose of any strategy is to provide a competitive advantage. It outlines the key stages in strategic management including establishing mission and objectives, analyzing the organization and environment through tools like SWOT analysis, identifying strategic alternatives, implementing the chosen strategy, and reviewing/controlling the strategy. The document provides examples and definitions at each stage to illustrate strategic management concepts.
STRATEGY
58 BUSINESS STRATEGY REVIEW ISSUE 4 – 2010
STRATEGIC
ORCHESTRATION
Many companies seizing major
opportunities in emerging markets
are blazing a management path
also shared by companies such
as Apple, RyanAir and Nestlé.
Strategic orchestration allows
firms to get to market faster,
adapt to changing circumstances
and lower their invested capital,
thereby allowing them to pursue
less profitable opportunities such as
serving emerging market consumers.
Donald L Sull and Alejandro
Ruelas-Gossi tell how.
As the global economic crisis
recedes into the past, executives are
raising their heads from cost cutting
and looking for opportunities to
grow the top line. Unfortunately,
revenue growth is elusive. The
four horsemen of the new normal
— insecure employment, stagnant
wages, unsustainable credit and low
investment returns — cast a dark
shadow over consumers who cut
back on spending. At the same time,
governments are slashing investment
and public payrolls to reign in fiscal
deficits. Major savers, like China
and Germany, cannot shift from
exports to consumption fast enough
to offset declining demand elsewhere
in the world.
How, then, can executives grow
revenues despite tepid overall
demand? The standard answers
are corporate entrepreneurship and
innovation. To grow in stagnant
markets, managers need to spot novel
opportunities or envision breakthrough
products or services that will
differentiate them from competitors.
Unfortunately, established firms often
struggle to seize new opportunities,
losing out to more fleet-footed
start-ups. The failure of corporate
entrepreneurship is often blamed on
a lack of imagination. To stimulate
the necessary creativity, companies
send executives to workshops where
they use finger paints or pretend to be
jungle animals (real examples both) to
think more creatively.
These efforts to stimulate
creativity are misplaced. In most large
corporations, the primary impediment
to revenue growth is not a lack of
creativity, but an unhealthy addiction
to power. Pursuing new opportunities
often demands novel resources and
competencies not currently at a firm’s
disposal. In many cases, executives
reject out-of-hand any opportunity
that doesn’t leverage the firm’s
existing resources and competencies.
Like the proverbial boy with a
hammer, they reject any opportunity
that isn’t a nail. If internal champions
persist in pursuing the market gap,
they often draft detailed blueprints
to develop the necessary resources
in house. But senior executives
often turn down the proposal as too
expensive, time-consuming or risky.
There is an alternative, which we
call ‘strategic orchestration’, whereby
a firm pursues an opportunity —
not by controlling all the required
resources and competencies but by
assembling and managing a network
of partners. Strategic orchestration
allows firms to get to market faster,
adapt to changing circumstances and
.
The document summarizes an article from the McKinsey on Finance publication. The article discusses treating mergers and acquisitions (M&A) as a strategic capability that can provide competitive advantages. It identifies four institutional capabilities companies need to build to successfully approach M&A as a strategic capability: engaging in M&A thematically, managing their reputation as acquirers, confirming the strategic vision during due diligence, and reassessing synergy targets throughout the deal lifecycle. Developing these capabilities can help companies realize the full potential of M&A for growth.
The document discusses the importance of business model innovation for companies to remain competitive. It argues that most companies are "stuck in the middle", neither large enough to dominate nor differentiated enough to find a niche. It then outlines four key areas that determine company success: the markets it serves, its products/services, operating model, and cost structure. It stresses the need to re-examine these areas and be open to reinventing one's business model to create new value for customers and shareholders in a sustainable way.
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
D
A
N
IE
LA
G
U
G
LI
E
LM
E
T
T
I
or more than a century, the game was domi-
nated by the usual suspects: Europe, North
America, and Japan. But in recent decades the
competitive landscape has changed. Cham-
pions coming from emerging markets have risen to
leadership positions in a wide range of global indus-
tries, and they have done it not by defeating the es-
tablished giants in their own game, but by changing
the rules to create a new game altogether. In cement,
it is not longer Europe that heads the list, but an ag-
gressive multinational –Cemex– with headquarters
in Monterrey, Mexico. The fastest growing appliance
maker in the world –Haier– hails from neither Japan
nor Europe, but Qingdao in China. Another Chinese
F
by Alejandro Ruelas-Gossi and Donald N. Sull
november 2006 2
The Key to Agility on the
Global Stage
The new global champions coming from
emerging markets are not finding better
answers to old strategic questions. They
are changing the question itself –no longer
thinking in how to optimize traditional value
chains, but in how to create and coordinate
networks to seize opportunities that others
don’t see.
Orchestration
Strategy
Published in Harvard Business Review América Latina, November 2006
upstart –Galanz– leads the world market in micro -
wave ovens. The world’s biggest brewer by volume
–InBev– is a joint-venture between a Belgian and a
Brazilian brewer. The world’s leading steel company
–Mittal Steel– began less than 30 years ago as a small
mini-mill in Indonesia.
At first, the explosive advance of these and other
emerging champions fall somewhere between un-
likely and miraculous. Most emerging market compa-
nies face a high cost of capital and limited availability
of funding; their domestic customers often have low
disposable income but are still discerning consum-
ers; firms must fight a two-front war against domestic
competitors at the low-end and multinationals at the
high-end; and they lack resources such as technology
and brand at the scale afforded by established leaders
in developed economies.
What explains, then, that these upstarts from
emerging markets have managed to carve out global
leadership positions in such a short period of time?
Why have the incumbent players relinquished market
share to competitors coming from developing regions
such as China, India and Latin America? We believe
that the problem for many incumbent firms has been
that their managers have been asking the wrong ques-
tions. In North America, Japan and Europe, manag-
ers are still obsessing over the question of how they
can optimize their established business models. This
question assumes that there is only one best way to
compete –often embodied in the notion of a value
chain. It leads executives to ask what other competi-
tors are doing and then benchmark one another to
mindlessly ape the most successful. It leads them to
ask existing customers if they are satisfied with th ...
Elevate your enterprise cfo role reportCor Ranzijn
Companies in virtually every industry are undergoing a secular change to new, platform- based businesses. To thrive, organizations need to digitally reinvent their enterprise business
and operating models. CFO"s continue to be instrumental in providing the analytical insights to help the enterprise invest capital into new opportunities. Essential to this process is a highly collaborative, in-synch C-suite. The CFO’s newest mandate – to help steer the strategic direction
of the enterprise and do so iteratively – requires changes to their finance organizations. Startlingly, nearly half of CFOs report their own finance organizations fall short of what’s required.
The document discusses the strategy formulation process, explaining that the basic purpose of any strategy is to provide a competitive advantage. It outlines the key stages in strategic management including establishing mission and objectives, analyzing the organization and environment through tools like SWOT analysis, identifying strategic alternatives, implementing the chosen strategy, and reviewing/controlling the strategy. The document provides examples and definitions at each stage to illustrate strategic management concepts.
Seven Ways Traditional Companies Can Succeed with Disruptive InnovationCognizant
Established companies often struggle to develop and launch break-out ideas. Here are the essential capabilities for participating in the next billion-dollar growth market, including the potential of establishing a separate innovation track.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Answering two critical questions will fortify your company’s
strategy—and your ability to implement it. For more from Ken Favaro, visit: http://www.strategy-business.com/Ken-Favaro
Chapter 8 - SECRETS TO BUILDING A WORLD-CLASS BUSINESS THROUGH LEADERSHIP MAR...VINCE FERRARO
This document discusses secrets to building a world-class business through leadership marketing. It outlines six key roles of successful marketing leaders and organizations: 1) being a strategic visionary for the business, 2) growing revenues and market share while managing profitability, 3) identifying and creating new business opportunities, 4) bringing the voice of customers to senior leadership, 5) creating the right marketing structures, and 6) balancing strategic planning and tactical execution over time. The document emphasizes that marketing must be both strategic and able to execute, and that the most effective marketing leaders blend roles to drive business growth.
The document outlines a three-step process for companies to identify and prioritize new market opportunities adjacent to their core business in order to accelerate growth. Step 1 involves gaining alignment on objectives, unique capabilities, and criteria. Step 2 uses secondary research to develop fact bases to screen and rank adjacencies. Step 3 performs in-depth assessments to determine the best adjacency to pursue. The process is designed to efficiently identify opportunities and allocate resources to the most promising ones.
BUS305 BUSINESS MODEL DESIGN AND IMPLEMENTATIONImplementin.docxbartholomeocoombs
The document provides an overview of a course on implementing business model innovation in new ventures. It discusses key challenges new ventures face, including startup risks, business model implementation barriers, and overcoming those barriers. Specifically, it covers:
- Startup risks like demand risks, supply risks, competition risks, capital market risks, and environmental risks.
- Business model implementation challenges for new ventures like complexity, organizational inertia, lack of business model knowledge, lack of leadership, and lack of agreement on the business model.
- Barriers specifically related to the business model, like complexity due to interdependencies, lack of business model know-how, lack of leadership, and confusion about the right model.
- Appro
The document introduces the Delta Model, a new strategy framework that places the customer at the center of management. It examines three primary options to establish customer bonding: Best Product, Total Customer Solutions, and System Lock-In. Best Product focuses on product economics through differentiation or low cost. Total Customer Solutions provides customized solutions and seeks cooperation. System Lock-In aims for market dominance through network effects. The Delta Model complements Porter's framework and the Resource-Based View by adding the missing customer perspective to strategic thinking.
2013 q4 McKinsey quarterly - Strategy to beat the oddsAhmed Al Bilal
This document summarizes principles for companies to effectively implement social technologies internally and realize their full potential benefits. It recommends that companies: 1) Make social technologies central to work processes rather than extras; 2) Provide organizational support like training to foster adoption; 3) Experiment with social tools in a learning-focused way rather than top-down directives; 4) Track impact over time and evolve metrics as understanding improves. Case studies from MITRE, TD Bank, and Maersk Line illustrate applying these principles.
This document discusses factors that can help companies build and sustain competitive advantages. It analyzes leadership, organizational culture, design, and systems. Leadership is important through setting vision, mission, and governance. A company's values and culture also influence competitive advantage. Resources and capabilities are key, and must be valuable, rare, imperfectly imitable, and non-substitutable to provide sustained advantages. The document examines early strategy models and proposes that integrating multiple internal and external factors is needed to identify and sustain sources of competitive advantage.
This document discusses factors that can help companies build and sustain competitive advantages. It analyzes leadership, organizational culture, design, and systems. Leadership is important through vision, mission, and governance. A company's values and culture also influence competitive advantage. Bringing the right people together and having the right incentives, structure, and systems in place can collectively help companies develop unique resources and capabilities to gain competitive advantages.
Business Strategies for a competitive advantageKriscila Yumul
This document discusses strategies for achieving competitive advantage in business. It defines business strategy as allocating resources effectively to ensure success. The document outlines three strategic approaches: planning, entrepreneurial, and adaptive modes. It also discusses evaluating competitors' strengths and weaknesses to identify opportunities. Developing a clear statement of competitive advantage that addresses customer needs and differentiates the business is key. The best business strategies are then determined based on this competitive advantage definition.
Discuss the relationships between competitive avantage, istinctive c.pdfinfo706022
Discuss the relationships between competitive avantage, istinctive compentencies, resources,an
capabilities.
Solution
Resources
The activities and processes of the organization utilize certain assets. These assets are called
resources. These resources can be created within the organization. They form the internal
resources. Such generated resources are organization-specific. Otherwise they could be obtained
externally from the suppliers available in the resource markets. They form the external resources.
The externally obtained resources are organization-addressable. In addition resources can be
categorised as specific or non-specific. Those resources which can only be used for extremely
specialized intentions and are significant to the organization in adding value to goods and
services are called specific resources.
Resources
Resources of the firm can include all assets, capabilities, organizational processes, firm
attributes, information and knowledge. In short resources can be considered as inputs that
facilitate the organization to perform its activities.
All resources that an organization has may not have strategic relevance. Only certain resources
are capable of being an input to a value creating strategy which put the organization in a position
of competitive advantage. An organization’s resource should have four attributes to provide the
potential for competitive advantage. These form the VRIN characteristics.
The VRIN characteristics
The important features for a resource to be strategically important are as below
The VRIN characteristics mentioned above are individually necessary for the resources to be
valuable.
Non-specific resources are less specific and are less significant in adding value. Also resources
can be broadly classified as tangible and intangible. The physical assets that an organization
possesses are called tangible resources. The physical resources, human resources and final
resources come under this category.
The intellectual resources, technological resources and the organizational reputation together
form the intangible resources. The patents and copyrights of the organization are typical
examples of intellectual resources. The innovation capacity and innovation speed are examples
of technological resources. Reputation is basically good-will that the organization has acquired
among the customers. It is a critical resource of an organization.
Competencies
An organization should posses some characteristics in order to have the ability to compete with
other organizations in the market place. These characteristics form the competencies of the
organization. For any organization to survive in an industry competencies are must. At the same
time competencies cannot be useful to an organization when they stand alone. It is when they
combine together in the right combination that they help the organization to attain competitive
advantage. For instance consider an information technology organization. For this to compete in
t.
This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxfredharris32
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
...
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxwraythallchan
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
Value’s biannual Global CEO Siannual Global CEO S
senior executives across induves across ind
ing innovative business modbusiness m
A 2009 follow-up study revea-up study
companies are engaging in bucompanies are eng
PH
O
TO
G
R
A
PH
Y:
S
TE
PH
EN
.
In 2008, Michael Levie, Rattan Chadha, and Robin Chadha set out to create a new kind of hotel chain called "citizenM" to rethink what dimensions customers value in hotels. They believed innovation in the hotel industry had stagnated and saw an opportunity to create more value for frequent travelers. To assess their position, they analyzed external factors like Porter's five forces model and internal strengths. A core competency differentiates a company and arises from excelling at combining multiple abilities into specialized expertise. A firm's strategic intent is to create value for customers, employees and shareholders through new businesses and markets leveraging resources guided by their strategic direction.
developing a business model. business model innovation. types of business model. How Business Models Emerge. Components of a Business Model. core strategy, strategic resources
This document discusses strategic alliances between companies Uber and Spotify. It provides background on their partnership which allows Uber riders to stream Spotify playlists during rides. This benefits both companies by making the Uber experience more personalized and encouraging Spotify subscriptions. The document then discusses reasons for forming strategic alliances including achieving competitive advantages, pooling resources, risk minimization, and market expansion. It provides tips for selecting strategic partners such as aligning goals, building trust, and supplying complementary resources. Finally, it outlines steps for evaluating and selecting a strategic partner including defining markets, setting criteria, identifying candidates, conducting due diligence, and ensuring compatibility and synergistic goals.
Sebagai kelengkapan pengerjaan Tugas Besar satu, mata kuliah Strategic Marketing. Universitas Mercu Buana Program Studi Magister Management. Kampus Warung Buncit
Student answer The French and the German were a bit different w.docxjohniemcm5zt
Student answer
The French and the German were a bit different when it came down to decentralized and centralized characteristics. The French on one hand had very high forms of decentralization. One said by Alexis de Tocqueville "Decentralization has, not only an administrative value, but also a civic dimension, since it increases the opportunities for citizens to take interest in public affairs; it makes them get accustomed to using freedom. And from the accumulation of these local, active, persnickety freedoms, is born the most efficient counterweight against the claims of the central government, even if it were supported by an impersonal, collective will.” This shows us how decentralization occurred in France. On the other hand Germany focused more on centralization their value of though was a bit different. About 439 districts have adapted to the centralization characteristics while there were other districts in Germany that still opposed this ideology. There is still a debate whether to adapt to centralization or decentralization even till the year 2005, so I would say that try both characterizes and see what is best for ones country. There is never a exclusively correct answer to any power or characteristics however, one must find where they fit best.
b.) Minimum wage law in Germany, France, Britain and the US were quite different. According to research I have found that in Germany construction workers, electrical workers, janitors, roofers, painters, and letter carriers were set off for minimum wage by the method of collective bargaining agreement. So basically in Germany you choose at what wage you want to work and its wage is decided for you, there is no set rule marked for what you will receive in the minimum wage criteria. On the other hand Britain, U.S. and France have a set minimum wage policy and this provides the nation with order and the workers with security, in case of economic fluctuation their pay will not be affected.
c.) Germany’s rules about co-determination are for the benefit of the working class. Unions were formed and they gave the workers a voice and the power to decide what is beneficial for the company, and thus they can cause the profit margin to either go up or down. I am quite fascinated with this policy, for one if I knew that I will have a say as well as power in a matter of escalating at my work place I would work extremely hard and make my workers and company better. This will not only make the economy stronger but also the society worth of value. The board and the work place level gave the people of Germany a podium to stand on and shine. So if one had any concerns with any matter in relations to the company they can step up and voice their opinion. All employees in a private sector firm are not covered by work counsel even though the law required it because of employee relations is standing on collective bargaining issues so there is no cue in where there should be a clause of protection. Its one s.
Student Answer and Work Form Unit 4 Ver. AStudent Name (required.docxjohniemcm5zt
This document contains a student worksheet for unit 4 of an MTH133 math course. The worksheet has 3 sections for the student to show their work. Section 1 has 4 problems matching graphs to functions and describing transformations. Section 2 has 5 problems finding domains of functions in interval notation. Section 3 has 4 problems finding vertical and/or horizontal asymptotes of functions and expressing them as equations. The student is to fill in answers and show steps for full credit.
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Resources
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Competencies
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ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxfredharris32
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
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today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
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companies are engaging in business-model innova-
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ones. In addition, the rise of new technology-based
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S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
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technologies in the 1990s restechnologies in the 1990s
fascination with business mofascination with business mo
regulation, technological chanregulation, technological chan
sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
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senior executives across induves across ind
ing innovative business modbusiness m
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companies are engaging in bucompanies are eng
PH
O
TO
G
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A
PH
Y:
S
TE
PH
EN
...
ARTWORK Damián Ortega Controller of the Universe, 2007foun.docxwraythallchan
ARTWORK Damián Ortega
Controller of the Universe, 2007
found tools and wire, 285 x 405 x 455 cm
Spotlight
100 Harvard Business Review January–February 2011
SPOTLIGHT ON BUSINESS MODEL INNOVATION
1568 JanFeb11 Casadesus-Masanell.indd 1001568 JanFeb11 Casadesus-Masanell.indd 100 12/3/10 3:52:19 PM12/3/10 3:52:19 PM
Joan E. Ricart ([email protected]
edu) is the Carl Schroder
Professor of Strategic Man-
agement and Economics
at IESE Business School in
Barcelona.
Ramon Casadesus-
Masanell ([email protected]
gmail.com) is an associate
professor at Harvard Busi-
ness School in Boston.
How to Design
A Winning
Business Model
Smart companies’ business models generate
cycles that, over time, make them operate
more eff ectively. by Ramon Casadesus-Masanell
and Joan E. Ricart
STRATEGY HAS been the primary building block of
competitiveness over the past three decades, but
in the future, the quest for sustainable advantage
may well begin with the business model. While the
convergence of information and communication
technologies in the 1990s resulted in a short-lived
fascination with business models, forces such as de-
regulation, technological change, globalization, and
sustainability have rekindled interest in the concept
today. Since 2006, the IBM Institute for Business
Value’s biannual Global CEO Study has reported that
senior executives across industries regard develop-
ing innovative business models as a major priority.
A 2009 follow-up study reveals that seven out of 10
companies are engaging in business-model innova-
tion, and an incredible 98% are modifying their busi-
ness models to some extent. Business model innova-
tion is undoubtedly here to stay.
That isn’t surprising. The pressure to crack open
markets in developing countries, particularly those
at the middle and bottom of the pyramid, is driving
a surge in business-model innovation. The economic
slowdown in the developed world is forcing compa-
nies to modify their business models or create new
ones. In addition, the rise of new technology-based
and low-cost rivals is threatening incumbents, re-
shaping industries, and redistributing profi ts. Indeed,
S
STRATEGY HAS been the primen the p
competitiveness over the pacompetitiveness over the
in the future, the quest for sin the future, the quest fo
may well begin with the businmay well begin with the b
convergence of informationconvergence of inform
technologies in the 1990s restechnologies in the 1990s
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sustainability have rekindled sustainability have rekindled
today. Since 2006, the IBM Itoday. Since 2006, the IBM I
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In 2008, Michael Levie, Rattan Chadha, and Robin Chadha set out to create a new kind of hotel chain called "citizenM" to rethink what dimensions customers value in hotels. They believed innovation in the hotel industry had stagnated and saw an opportunity to create more value for frequent travelers. To assess their position, they analyzed external factors like Porter's five forces model and internal strengths. A core competency differentiates a company and arises from excelling at combining multiple abilities into specialized expertise. A firm's strategic intent is to create value for customers, employees and shareholders through new businesses and markets leveraging resources guided by their strategic direction.
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This document discusses strategic alliances between companies Uber and Spotify. It provides background on their partnership which allows Uber riders to stream Spotify playlists during rides. This benefits both companies by making the Uber experience more personalized and encouraging Spotify subscriptions. The document then discusses reasons for forming strategic alliances including achieving competitive advantages, pooling resources, risk minimization, and market expansion. It provides tips for selecting strategic partners such as aligning goals, building trust, and supplying complementary resources. Finally, it outlines steps for evaluating and selecting a strategic partner including defining markets, setting criteria, identifying candidates, conducting due diligence, and ensuring compatibility and synergistic goals.
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Similar to Strategy fromthe Inside OutBUILDING CAPABILITY-CREATING.docx (20)
Student answer The French and the German were a bit different w.docxjohniemcm5zt
Student answer
The French and the German were a bit different when it came down to decentralized and centralized characteristics. The French on one hand had very high forms of decentralization. One said by Alexis de Tocqueville "Decentralization has, not only an administrative value, but also a civic dimension, since it increases the opportunities for citizens to take interest in public affairs; it makes them get accustomed to using freedom. And from the accumulation of these local, active, persnickety freedoms, is born the most efficient counterweight against the claims of the central government, even if it were supported by an impersonal, collective will.” This shows us how decentralization occurred in France. On the other hand Germany focused more on centralization their value of though was a bit different. About 439 districts have adapted to the centralization characteristics while there were other districts in Germany that still opposed this ideology. There is still a debate whether to adapt to centralization or decentralization even till the year 2005, so I would say that try both characterizes and see what is best for ones country. There is never a exclusively correct answer to any power or characteristics however, one must find where they fit best.
b.) Minimum wage law in Germany, France, Britain and the US were quite different. According to research I have found that in Germany construction workers, electrical workers, janitors, roofers, painters, and letter carriers were set off for minimum wage by the method of collective bargaining agreement. So basically in Germany you choose at what wage you want to work and its wage is decided for you, there is no set rule marked for what you will receive in the minimum wage criteria. On the other hand Britain, U.S. and France have a set minimum wage policy and this provides the nation with order and the workers with security, in case of economic fluctuation their pay will not be affected.
c.) Germany’s rules about co-determination are for the benefit of the working class. Unions were formed and they gave the workers a voice and the power to decide what is beneficial for the company, and thus they can cause the profit margin to either go up or down. I am quite fascinated with this policy, for one if I knew that I will have a say as well as power in a matter of escalating at my work place I would work extremely hard and make my workers and company better. This will not only make the economy stronger but also the society worth of value. The board and the work place level gave the people of Germany a podium to stand on and shine. So if one had any concerns with any matter in relations to the company they can step up and voice their opinion. All employees in a private sector firm are not covered by work counsel even though the law required it because of employee relations is standing on collective bargaining issues so there is no cue in where there should be a clause of protection. Its one s.
Student Answer and Work Form Unit 4 Ver. AStudent Name (required.docxjohniemcm5zt
This document contains a student worksheet for unit 4 of an MTH133 math course. The worksheet has 3 sections for the student to show their work. Section 1 has 4 problems matching graphs to functions and describing transformations. Section 2 has 5 problems finding domains of functions in interval notation. Section 3 has 4 problems finding vertical and/or horizontal asymptotes of functions and expressing them as equations. The student is to fill in answers and show steps for full credit.
Student 1 Random Student Mrs. Wilson Expository W.docxjohniemcm5zt
Student 1
Random Student
Mrs. Wilson
Expository Writing
5 Dec. 2014
Technology and Video Games – Does The Good Outweigh The Bad?
Video Games may actually improve cognitive ability by up to 20% over non-gamers says
a recent study by The University of Southern California. Despite this evidence, Ed Bell believes,
although admitting that technology has improved some aspects of society, that we do not know
how to distinguish the good uses of technology from the bad. Ed Bell’s assertion that everything
was better back in the “good ole days” is misleading. Although technology is sometimes used
indiscriminately, as Ed Bell believes in Technology, Movement, and Sound; the benefit that
technology has had on our society, I believe, outweighs the cons – although there are cons.
Teachers in America are under constant pressure to improve test scores, and raise
achievement, yet in a society tethered to technology, they are losing the battle to keep kids
engaged. Ed Bell’s discourse about a leaf blower and noise pollution left much to be desired, yet
his appreciation of the “good ole’ days,” may be agreed upon by many teachers. Back in the
“good ole days,” teachers had fewer distractions from their instruction other than the occasional
note-passing or whispering during the lesson. In today’s society, teachers have to contend with
the constant struggle to keep kids engaged in more than the latest app or text from their friend or
parent. The problem has become almost epidemic, leading to kids learning less in addition to
impeding the progress of class. This sometimes makes it necessary to reteach what the students
fail to absorb because they had their head in their phone during the lesson. Unfortunately, this is
not the only negative effect technology has had on our society.
Student 2
Although Ed Bell’s diatribe seems to wage war on technology, it is the message of
inactivity that I think is the greater take-away from the article. For years, with the increasing
presence of modern conveniences in our daily lives, society’s activity level has steadily
decreased. The U.S. Department of Health and Human Services recommends that American
adults should get the equivalent of two and a half hours of moderate-to-vigorous physical activity
each week. Children should get about an hour a day. With the popularity of games, and the
advancement of time-saving technology, there is less of this activity than there used to be – but
that is not all. With the advancement of computers and automation in the workplace, the
American employee is not working as hard either – well, not laboriously, anyway. In 1950,
thirty percent of Americans worked in high-activity occupations; by 2000, that proportion had
dropped to only twenty-two percent, according to a Harvard School of Public Health article. Ed
Bell’s article is seemingly mostly negative, but there are some positive benefits to technology as
well. .
Student Answer and Work Form Unit 3 Ver. CStudent Name ________.docxjohniemcm5zt
Student Answer and Work Form Unit 3 Ver. C
Student Name: ______________________________________
1a. Answer: _______________
1a. Key work steps
1b. Answer: _______________
1b. Key work steps
1c. Answer: _______________
1c. Key work steps
2a. Answer: _______________
2a. Key work steps
2b. Answer: _______________
2b. Key work steps
3a. Answer: _______________
3a. Key work steps
3b. Answer: _______________
3b. Key work steps
4a. Answer: _______________
4a. Key work steps
4b. Answer: _______________
4b. Key work steps
4c. Answer: _______________
4c. Key work steps
Project Proposal
·
· Introduction:
· What you want to do and why you want to do this project
· Lit Review:
· How have other people addressed similar projects?
· Methodology:
· How are you going to do what you plan to do?
· Deliverables:
· Besides a project report, what else are you going to show me when you are done?
· Project plan:
· Meta-analysis of your project. Including timeline and what parts will be hard and what will be easy.
Introduction
In general, cloud computing is the main concern for most of the organizations around the world because it makes their information available and reachable in any where they are. Actually it is a software resource that is delivered on demand as a service. There are different storages of cloud computing such as Dropbox, SkyDrive and amazon cloud drive. Cloud computing has many advantages like saving large files, back up of stored files, file sharing and access from different devices.
The study was designed with an aim of creating a website that can help people in information technology (IT) lo learn through the website and at the same time make money for having knowledge in the areas that they are good in. With this idea in mind, we took advantage of Amazon cloud equipments such as servers, switches and other networking tools to create our own website. To design and create the pages, we used the Adobe CS5 which includes Photoshop and Dreamweaver then used the Amazon web server to upload and publish the website on the browser in order for it to be accessible to everyone on the browser. The researchers had an aim wanted to undertake this project so as to help people in IT help each other learn new things and at the same time benefit financially from passing their knowledge to other people.
Goals
The main goal of this project is to make learning life easier and at the same time make people more helpful to the other people who need helps in IT field. Furthermore, this website will give the chance to earn money from providing lessons to people who wish to learn IT. Another goal that we focused on is when some companies have workload or need some people to do they can just submit it on our website and contact with who is able to be responsible to do it.
Why did we choose this project?
We choose this project to be done in this course to implement .
Student answer A. (1) Use Mancur Olsons theory to explain the b.docxjohniemcm5zt
Student answer
A. (1) Use Mancur Olson's theory to explain the behavior of Angola's government, elite, and general public with respect to the CIF and CSIH's contracts.
Angola’s government and political elite according to Mancur Olson’s theory are seen as distributional coalitions. Both parties have an incentive to partner with the CIF. China requires natural resources and the Angolan government and its elite want money. The funding is distributed amongst the group and society does not benefit at all. This behavior will continuously impede Angola’s economic growth. There is no funding for projects that create jobs to improve infrastructure. The general public suffers at the hands of this partnership. There is no trust of the government.
(2) What is stadium diplomacy? How does it fit Olson's theory?
A form of cultural diplomacy that China uses as a means to gain access to another country’s market. They are presented as gifts or constitute some sort of partnership between China and the host country. What developing country wouldn't want a newly constructed stadium? The return on a project such as this is assumes to be greater than the cost. That being to China shall we say.
B. (1) Are there parallels between China's treatment of miners in Mozambique and Zambia and Eastover Mining Company's treatment of workers in Harlan County, Kentucky? Explain.
There absolutely are parallels between China’s treatment of the Mozambique and Zambia miners and the workers in Harlan County. In both cases the workers were subjected to unsafe working conditions, unfair labor practices, and indecent wages. Fortunately, the Harlan County workers were able to strike and make a difference. In Mozambique and Zambia the state owned companies and the government swept it under the rug.
(2) Use Olson's model to explain the Chinese government's indifference to Aolong's mistreatment and near enslavement of Chinese workers in Gabon.
The main goal of the Chinese government is to increase its presence globally and strengthen its own economy. China has increased in economic strength over the past three decades. The workers that complained to the embassy regarding the treatment they received from Aolong was addressed as a nuisance. The Chinese government has a bigger incentive to turn a blind eye to the treatment of the workers. The cost of improving working conditions and overall treatment of the workers aren't seen as beneficial.
(3) Is Chinese unionism up to the task of defending Chinese workers in situations like Aolong?
It looks as those the state owned companies are protected by the government and has no incentive of changing its labor practices. Unfortunately, because of the relationship between unions and the government, the workers voice will not be heard.
(4) Why haven't Chinese unions worked to improve conditions for non-Chinese workers in places like Zambia?
Chinese unions have no incentive to improve working conditions for the non-Chinese worker. As long as the.
Student 1StudentProfessor ENG 10827 June 2014Instruments.docxjohniemcm5zt
Student 1
Student
Professor
ENG 108
27 June 2014
Instruments of Fate in No Country for Old Men
In this movie, No Country for old men, there are three main characters. Anton Chigurh of a killer, Llewelyn Moss of a welder and Vietnam veteran, and Ed Tom Bell of a soon-to-retire country sheriff. Each of the three men has the fate of their lives. Especially, some instruments in this movie play very important roles to decide the fates of Chigurh and Moss. In this movie, Chigurh and Moss are the completely different characters. While Chigurh is a cold-blooded and kills many people, Moss is a typical Amarican who is a Vietnam veteran, has wife, and fearless man. The only common thing between Chigurh and Moss is that money and gun strongly affect both of their lives and fates. Both of them try to get something they want by using guns, but finally the desires leads them to deaths.
In this movie, money plays an important role as a tool for Chigurh to do coin toss. He uses this tool, or coin when he makes his actions and decisions. He often says, “Call it” to people and bets whether he kills them or not by the result of his coin tosses. For example, he says, “Call it” when he goes to a store and talks to an old man. Fortunately, the man wins and is not killed by Chigurh. This action, coin toss, shows us Chigurh’s power, which can control other people’s fates easily without any coherent reasons. We can also say that the coin toss is the way to escape the responsibility to kill people.
The last time that he says “Call it” to someone is when he meets Moss’s wife, Carla Jean. Jean finds that Chigurh is sitting down on the chair on the corner of a bedroom. Although everyone is afraid of him and said which side of the coin, Jean denies calling the coin. Instead of calling the result of coin toss; she criticizes Chigurh’s actions. She says, “The coin don't have no say. It's just you”(Coen). She argues that he chooses his decisions, not by coin, but by himself. She wants to say that a coin does not have any power to change him. In this scene, many audiences may have the questions about Chigurh. For example, “why did he start to kill people? ”, “does he have any purpose to kill people?” and so on. Thinking the reason why he is doing coin toss, we feel that Chigurh is actually lonely and normal person who want to rely on something. It seems Chigurh is not like a usual human beings because of his behavior, looking, and talking way. However, he actually very looks like a modern people, especially Americans who are isolated rather than independent. American people are becoming to do many things by themselves because of the high technologies such as the Internet, and iPhones. Nowadays, people can find any solutions by searching the information on the Internet. Moreover phones can even hear people’s voice and answer their questions. The coin is like an iPhone for Chigurh, who does not have any relationship with others and want to rely on something.
Although he decid.
Student Project There is no extension of the due date for t.docxjohniemcm5zt
Student Project
There is no extension of the due date for the project. Late projects will not be accepted. A grade of zero will be given if the project is not turned in on time. Hard copy of the paper must be turned in to this instructor on or before the due date . No electronic submission
Paper Requirements
Use the DSM V to identify a coded disorder and use the symptoms of that disorder to create a client and case vignette. The client you create should meet all the criteria for the diagnosis you select. See following page
Student project paper organization and points distribution:
· 2 pts APA cover (page 1)
· 3 pts APA format entire paper (running heads and citations etc.)
· 20pts Accurately completed Multiaxial sheet (page2)
· 50 pts Create a client and present your client in a narrative using clinical language and terminology to describe symptoms of a DSM disorder. DSM V guidelines and criteria. This section must be at least 4 pages long and no longer than 5 pages (pages 3, 4, 5, 6) you will be penalized 5 points for each ½ page short of the 4 page narrative.
Make this person real…
· What do you observe when you meet and speak with this client
· What does this client say and how do they say it
· Describe symptoms of your client that represent indicators for an Axis I diagnosis
· Include medical issues. You must include at least one medical from Axis III
· Describe background and environmental contributors to the diagnosis at least three Axis IV factors Also provide demographics, age, race, sex etc…
· Discussion of the GAF explains criteria as it relates to your client (a paragraph 5pts.)
· You must give your client at least one assessment/ inventory/test relevant to confirming your diagnosis (depression inventory, substance abuse, OCD, bipolar or anxiety inventory etc...)
· Discuss and explain the results of the inventory ( a paragraph 5pts)
· Justify your diagnosis using DSM V criteria, terms and rule outs.( a paragraph 5pts)
· Use information secured from your two peer reviewed journal articles on the subject of the diagnosis to support your diagnosis,(a paragraph for each article 10pts)
· 10pts APA Resource/ reference page (page 7or 8) you must use and document the following:
· DSM V
· You must use, document and cite in text, at least two peer review journal articles on the topic of your diagnosis.
· The articles appear in reputable psychological research journals.
· Articles must have a publication date of 2001 to present.
· Document where you secured your assessment
· 10pts Appendix Place a copy of the inventory/assessment you used with your client in the appendix
Multiaxial Assessment
Multiaxial Evaluation Report Form
AXIS I: Clinical Disorders
Other Conditions That May Be a Focus of Clinical Attention
Diagnostic code DSM-IV name
___________ ___________________________________________
AXIS II: Personality Disorders Mental Re.
Studding abroad has become a major priority to for the higher educ.docxjohniemcm5zt
Studding abroad has become a major priority to for the higher education sectors of many counties. Because studying abroad will make students advance in many aspects of their life. Studying abroad will help students to will help students become better in their life in many aspects it will cater their academic , personal, cultural and carrier growth. Education is the most important thing in life. Without education it is impossible to accomplish anything in life. Students who get a chance to study abroad should not miss this opportunity because it is once in a lifetime opportunity due to the benefits it has.
One primary incentive of studying abroad is better education. Studying abroad ensures better educational opportunities’ compared to my home country due to a wider selection of study options to choose from. This will enable students to better specialize in their carrier that they chose. International education is also better because in many Asian countries the teaching method is more focused on theoretical knowledge more than practical. The result of this teaching style will make students gain a vast amount of information will no clue on how to use or apply them correctly. On the other hand the education system in west countries such as the united states will focus on both gaining knowledge and making sure that a student knows how to apply them correctly, so international education is better because it will make students gain a balance education between gaining a lot of knowledge and on how to apply them correctly, this will result in a balance and better rounded education.
Apart from getting better education studding abroad will help make students more independent and will make them get out from their comfort zone and face life. It will also make students to face various situations and crisez that they have to resolve with the help of the parents. And students will have to manage their on money and manage their own life which will help make students more mature. For example when I was back home at Kuwait everything was managed by my parents, such as paying bills, buying grocery. And other life aspects were also done by other people, such as cleaning the house, doing the dishes and cleaning my clothers. All those things I have never done befor in my life because we have house mades which help to do the chores. But when I came to the United states by self and I have never traved befor. I came to a foreign country when I was 18 years old and never had any responsablity to do back in Kuwait. But when I first landed I knew that I was by self and I had to take care of my own self; I searched to apartments and rented one within a weak or two from arriving, I stated to pay my own bills for water, electricity and many other responsibilities that I had to take care of. I have learned in one month to manage my life and became mature and I am grateful for this.
Other great aspect of studying abroad is that it will provide a great chance for cultural .
Student 1Student ENG 11008 March 2015The King of Equalit.docxjohniemcm5zt
Student 1
Student
ENG 1100
8 March 2015
The King of Equality Comment by Katie: Thoughtful title!
On August 28, 1936 Martin Luther King Jr. gave one of the best known speeches in American history. When people commemorate the “I Have a Dream” speech, as it has come to be identified, they recall King’s powerful message about civil rights and the true meaning of freedom in America. In the famous “I Have a Dream” speech, Martin Luther King Jr. uses a number of rhetorical devices in order to match his word choice to the strength of his message. Numerous examples of allusion, parallelism, and anaphora are used as tactics to amplify the intensity of his message. Comment by Katie: Great thesis—it makes a clear claim and provides a forecast of your paper’s outline.
King begins his speech with a reference to the Gettysburg address, “Five score years ago…” (King par. 2).The opening allusion is exceptionally moving given that King spoke in front of the Lincoln Memorial. King uses examples of allusions, or references to a person, place, thing or idea of historical, cultural, literary or political significance. Allusions can be direct or indirect, and are often used to broaden the reader’s understanding. The Gettysburg Address is not the only historical piece referenced in King’s speech; the Declaration of Independence is also referenced in paragraph four of the “I Have a Dream” speech. The speech reads, “This note was a promise that all men, yes, black men as well as white men, would be guaranteed the ‘unalienable Rights’ of ‘Life, Liberty and the pursuit of Happiness’" (King par. 4). Martin Luther King Jr. addresses the Declaration of Independence in order to get his supporters to recognize the equal rights that they deserve as Americans. In order to provide an honorable basis, King uses numerous biblical allusions. Two examples of biblical allusions used in the speech include Psalms 30:5 and Jeremiah 2:13. King cries ‘It came as a joyous daybreak to end the long night of their captivity.” (King par. 2) referring to Psalms 30:5, “For his anger is but for a moment; his favor is for a lifetime. Weeping may linger for the night, but joy comes with the morning” (Dlugan, Andrew). Martin Luther King Jr. is expressing that the struggle for the black community was long and hard but the freedom they will receive will last a lifetime. Jeremiah 2:13 was also a biblical verse King evokes in his speech proclaiming, “Let us not seek to satisfy our thirst for freedom by drinking from the cup of bitterness and hatred,” (King par. 8) referring to Jeremiah 2:13, “For my people have committed two evils: they have forsaken me, the fountain of living water, and dug out cisterns for themselves, cracked cisterns that can hold no water” (Dlugan, Andrew). King is using this biblical verse to explain to his people that they must fight peacefully, without violence and hatred, and if they do they will be rewarded for their peaceful behavior. Comment by Katie: It may be a good .
Studcnft Cl.nthiaEdnads fnrtructor: HilaryCla* Assignmenf W2:Homeworlqpt I
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Structure!Thesis British politics were changed in such a fa.docxjohniemcm5zt
Structure!
Thesis: British politics were changed in such a fashion because the changes caused something.
If these changes had not occurred, it is possible that x could have happened!
Before the 19th century Reform Acts, British politics possessed a conservative, statesmanlike,
and stable character. The Reform Acts introduced modern republicanism without significant
disruption because the working class British that became incorporated respected British
hierarchical society and the parliamentary system. Furthermore, many of the substantial social
changes from the 19th-20th centuries occurred because of substantial economic changes, not
political reform. If the franchise had not been enlarged to eventually encompass the working
class, it is quite possible that radical political movements, such as the Charterists, would have
gained a political hold.!!
Bagehot and Government!
Bagehot writes from within the period studied!
Bagehot takes an aristocratic view of government!
Ruling takes education, experience, and sobriety--this is what he calls “statesmanship”!
Statesmanship!
The job of the political elites is to provide sober judgment on issues!
His condemnation of American politics largely rests on the inability of the Americans to reach
sober conclusions on politically necessary issues!
Because the President and Congress are in constant competition, there can be no
statesmanship (37)!
The introduction of the working class endangers this statesmanship!
Bagehot writes, “I am exceedingly afraid of the ignorant multitude of the new constituencies.” (p.
17)!
The introduction of the working class would require specific actions on the parts of the
statesmen, and provide a real danger!
However, while Bagehot is anxious about reform, he does not dismiss it out of hand -- it is a
challenge but could provide reasonable results of the Parliament is followed!
Was he right or wrong? Were his concerns justified?!
Bagehot’s concerns are legitimate. The course of other countries’ attempts to reform would
demonstrate that. However, organized, radical labor movements did not form in Britain!
1832 Reform Act!
On its face, the 1832 Reform Act was substantial!
It brought 10-pound householders into the vote!
Functionally, this extended the franchise!
In practice, Bagehot, argues, it was not so extreme!
In the first place, constitutional changes take time to be discovered, as generational changes
matter (7)!
Most of the pre-1832 elites, such as Lord Pemberton, remained in power until the mid-1860s (7)!
Secondly, England is a “deferential society,” argues Bagehot.!
The newly-incorporated members did not participate directly in politics -- they remained
shopkeepers (8)!
“If a hundred small shopkeepers had by miracle been added to any of the ‘32 Parliaments, they
would have felt outcasts there.” (8)!
Parliament remained the space of the elite!
The newly-incorporated did not vote to push their personal interest in politics at the national
level!
They voted .
Student #1 I have chosen to write about the history of data anal.docxjohniemcm5zt
Student #1
I have chosen to write about the history of data analysis for the Los Angeles Police Department. While I currently reside in Colorado Springs, Colorado and work as a deputy sheriff in Denver, Colorado I grew up in the greater Los Angeles area and I know that they should have a large amount of data to draw from.
Currently the Los Angeles Police Department uses COMPSTAT to compile their data. They have a unit, known as the COMPSTAT unit, whose sole job is to compile crime statistics and analyze the data (Los Angeles Police Department, 2016) COMPSTAT is short for computer statistics. COMPSTAT was developed by Police Commissioner William Bratton in 1994 for use by the New York Police Department. According to the University of Maryland by the year 2000 over a third of police agencies with over 100 officers were utilizing some sort of COMPSTAT like program (University of Maryland, 2015). In 2002 William Bratton became the Chief of Police for the Los Angeles Police Department and brought with him the concept of COMPSTAT. During the first six years of his tenure Los Angeles saw a steady decrease in the cities crime rates thanks largely in part to COMPSTAT policing.
Mean, mode and median play a large part in analyzing criminal data. The mean is the average number. An example of this for crime data analysis would be in neighborhood C there was 14 robberies committed on Monday between 1 and 3 AM, 17 robberies on Tuesday at the same time period and 9 on Wednesday during the same time period. The mean would be 13.3 robberies per night for those 3 nights. Knowing this is high for the city the data could be used to justify extra police presence in Neighborhood C. An example of the mode would be if in the same neighborhood in the same week there were 17 robberies on both Friday and Saturday, 12 on Thursday and 11 on Sunday. The mode would be 17 and it would also be a reason to add extra police presence in the neighborhood until a significant decrease was seen in the amount of robberies taking place. Finally we come to the median. This is simply line the numbers up for the week and take the number that falls in the middle. In the case of the robberies occurring in neighborhood C the number would be 14. All of this data can be combined to show watch commanders and captain’s areas where they should be focusing their officer’s time. If there is a neighborhood that has seen only one or two robberies during the week, it is definitely not in as much need of a heavy police presence as Neighborhood C is.
Student #2
Beginning in the mid-1990’s, police in New York began to run statistical analysis of the city’s crime reports, arrests and other police activity known as COMPSTAT. Law enforcement agencies since this analysis began, has implemented their own data-driven approaches to tracking and adapting to crime trends. The LAPD is both heavily armed and thoroughly computerized. The Real-Time Analysis and Critical Response Division is its central processor..
Student answer (a) In US business unionism focuses on benefits t.docxjohniemcm5zt
Student answer
(a) In US business unionism focuses on benefits to existing members, (opposed to other countries like Britain) employers’ organizations are not prominent at any level, however, employer’ organizations that seek to maintain unions away from employees have been prominent.
(b) Diversity creates a wider range of variation employment practices, (to mention one factor) but Britain lacks such factor, in addition, the government does not support employment regulation as it happens in US. (i) New modernized methods of union organizing have been implemented such as intensive direct communication with prospective members through young well-educated organizers. (ii) In the US diversity has been a strong factor leading to wider employment arrangements.
(c) (i) (i) according to Olson the likelihood of cross-national cooperation confronts different barriers such as, divergent interests, national differences in language, culture, law and union structure. However the potential exists.
Student answer
US employers are amongst the most anti union employers in the world because unions tend to hurt productivity and reduce profit margin.
Business Unionism uses the principle that unions should operate like a business. It has been attractive to the US employees because business union jobs pay better wages than non-union equivalents. It is operated by employers and employees, therefore the interest of all parties is advocated.
To expand union membership, the US confederation, the AFL-CIO tried to modernise and broaden issues that attract union members such as child care and equal pay. They have also used young well-educated organisers and involve extensive direct communication with prospective members and links to community groups such as churches.
The union density plummeted in the US because of the split of the major unions forming a coalition called the CTW - change to win coalition. In the UK the fall was due to state labour policies, management resistance and workplace practices, changing composition employment and the labour force and issues internal to unionism.
Non union personnel practices have developed the furthest in the US.
Cross-national cooperation is possible through trade and treaty agreements. The major difference between liberal and coordinated is the ability to obtain capital without having to plead with a bank. The liberal has the access to capital via public markets such as stocks and bonds while this is not so with the coordinated.
Olson will say that cross-national cooperation will break barriers and economic incentives such as increased trade will be gained.
Student answer
(a) The U.S. operates on "Employment at will" where employers do not have to provide just cause for dismissal, reasonable notice or severance pay on dismissal of an employee. The U.S. business unionism, focuses narrowly on providing benefits to existing members.
(b) The AFL-CIO tried to modernize and broaden issues that attract union members, (.
Structured Query Language for Data Management 2 Sructu.docxjohniemcm5zt
Structured Query Language for Data Management 2
Sructured Query Language for Data Management 6
Table of Contents
Phase 1- Database Design and DDL 3
Business Rules & Entity Tables 3
Entity Tables: 4
SQL CODE: 4
Screenshots: 8
Phase 2 – Security and DML 13
Task 1 14
Task 2 15
Task 3 16
Task 4 17
Task 5 18
Phase 3 - DML (Select) and Procedures 19
Task 1 19
Task 2 20
Task 3 21
Task 4 22
Task 5 23
Phase 4 – Architecture, Indexes 27
Step 1: CREATE TABLE [Degrees] 27
Step 2: Re-create ‘Classes’ TABLE to add ‘DegreeID’ column and INSERT 6 classes 29
Step 3: ALTER TABLE [Students] 31
Step 5: DML script to INSERT INTO the ‘Students’ table ‘DegreeID’ data 33
Step 6: Display ERD 36
Phase 5 – Views, Transactions, Testing and Performance 37
References 38
Phase 1- Database Design and DDL
My team was recently contracted to design and develop a database for CTU that will store personal and confidential university data. This database is expected to provide the back-end architecture for a front-end web application with an intuitive User/Interface (U/I) to be used by the university HR department. We’ve decided to use Microsoft SQL Server 2012 given the nature of data to be stored because it will be more secure, and it also provides a suite of server maintenance tools to be left behind with the IT Department once the database and web application have been tested and accepted by university stakeholders.
During our preliminary meetings, CTU’s requirements were defined and adequately scoped to begin creation of the database. The following sections contain the business rules and entity tables developed during the preliminary meetings, as well as copies of all the SQL code used to build the database and create the Entity Relationship Diagram (ERD). Business Rules & Entity Tables
Business Rules:
· A student has a name, a birth date, and gender.
· You must track the date the student started at the university and his or her current GPA, as well as be able to inactivate him or her without deleting information.
· For advising purposes, store the student's background/bio information. This is like a little story.
· An advisor has a name and an e-mail address.
· Students are assigned to one advisor, but one advisor may service multiple students.
· A class has a class code, name, and description.
· You need to indicate the specific classes a student is taking/has taken at the university. Track the date the student started a specific class and the grade earned in that class.
· Each class that a student takes has 4 assignments. Each assignment is worth 100 points.Entity Tables:
SQL CODE:
Create Database:
CREATE DATABASE [Cameron_CTU]
CONTAINMENT = NONE
ON PRIMARY
( NAME = N'Cameron_CTU', FILENAME = N'c:\Program Files\Microsoft SQL Server\MSSQL11.SCAMERON_CTU\MSSQL\DATA\Cameron_CTU.mdf' , SIZE = 3072KB , FILEGROWTH = 1024KB )
LOG ON
( NAME = N'Cameron_CTU_log', FILENAME = N'c:\Program Files\Microsoft SQL Server\MSSQL11.SCAMERON_CTU\MSSQL\DATA\Cameron_CTU_.
strict
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:articularly the importance of organization and
:uldraising. In fact, in their early years, their
appeal was enhanced by the application of cor-
:orate and scientific methods to social reform,
:articularly among the educated middle and
:nper classes. Unlike the COS, however, settle-
=ents lacked clarity on their basic organizational
:i- rm and struggled with persistent contradic-
:Lans between their democratic values and their
,-::iance on elites for funding and political sup-
f,ort (Wenocur & Reisch, 1989).
During World War I, most local nonprofits
:egan to be coordinated by business-dominated
-cmmunity Chests, the antecedents of today's
lfited Way. The presence of business leaders
qstlred the primary of corporate methods and
r"r.-ues in the private human services field
i,:illiant, 1990). As these agencies professional-
-red during the 1920s, this federated structure
xrtr&me the logical vehicle to rationalize philan-
lrropv and help nonprofit human services orga-
'r'nv* tions survive fi nancially.
-{t the same time, there was a shift in the over-
iunc.t of public services, from volunte er organiza-
tr:ns administered by boards to executive-based
,Ffl',ffi.rns of supervision. This reflected an increase
m frate and local government involvement in and
a'ntol of societal change. The emergence of the
fdc of public administration led to increased
um:ressionalism in government departments of
lmu*::-l rr'elfare. These bureaucracies were receptive
m 3e expertise social workers had acquired in
umr'ersities and private charitable organizations.
fhe appearance of "welfare capitalism" in the
rrn= of company unions and other employee
mm,edt packages during the 1920s, however,
rum:e,rmined advocates of governmental inter-
tmtron in the social welfare arena by promoting
ffic rage of the socially responsible corporation
urr,ru:se profits were linked to American progress
mrc mell-being (Berkowitz & McQuaid, 1980).
imer developments that shaped human services
mnmrn rlistration in this era included the expansion
m rrecialized organizations in such fields as
mreadon, mental health, juvenile and criminal
nuum=" child welfare, and occupational social
General Themes in the Evolution of HSA 33
work; the formation of a professional infrastruc-
ture through such organizations as the American
Association for Organizing Family Social Work,
the Child Welfare League of America, the
National Social Work Council, the Community
Chests and Councils of America, and a wide range
of professional associations; the nearly 3O0o/o
increase in the number of schools of social work
between World War I and the Great Depression;
the growth of professional journals; and the use
of the medical model and corporate.
STRIKING A BALANCE BETWEEN PUBLIC INTEREST OFTRANSPARENCY OF.docxjohniemcm5zt
STRIKING A BALANCE BETWEEN PUBLIC INTEREST OF
TRANSPARENCY OF GOVERNMENT AND THE PRIVACY
OF PERSONAL IDENTIFICATION AND SECURITY
INFORMATION: AN EXAMINATION OF TRIBUNE-REVIEW
PUBLISHING CO. V BODACK
I. INTRODUCTION
Pennsyivanians generally want the government to work
properly and to be free from corruption. They also generally want
to know how tax dollars are spent and how efficiently the
government works. The Right-to-Know Law provides access to
state government public records to any individual or entity that
properly requests them. ' The purpose of this law is to give a level
of transparency to the inner workings of the state government.^
However, this right to access public records could lead to the
inadvertent disclosure of important personal identification and
security information of innocent, private citizens.
Under the Right-to-Know Act, the state court system took
responsibility for determining not only what fits into the definition
of a "public record," but also whether the public interest in the
information outweighs the possible " 'impairment of a person's
reputation or personal security' " by the disclosure of that
information.^ Because, historically, Pennsylvania courts have
broadly interpreted the public record definition, individuals are at a
' Right-to-Know Law, 65 PA. STAT. ANN. §§ 67.101- .1102 (West Supp.
2009). The Right-to-Know Law completely overhauled public records access in
Pennsylvania, effective January 1, 2009. Id. §67.101. However, this act only
applies to requests for public records after December 31, 2008. Id. § 67.3101. So
any case pending with a request for information prior to December 31, 2008,
should be decided under the former Right-to-Know Act. The implications of the
revised Right-to-Know Law are discussed in the evaluation section. See infra pt.
IV.
' Pa. State Univ. v. State Employees' Ret. Bd. {Penn State), 935 A.2d 530,
533 (Pa. 2007) (citing Sapp Roofmg Co. v. Sheet Metal Workers' Int'l Ass'n,
Local Union No. 12, 713 A.2d 627, 629 (Pa. 1998)).
^ Id. at 538 (quoting § 66.1(2), repealed by Right-to-Know Law, 65 PA.
STAT. ANN. §67.102 (West Supp. 2009)) (citing Goppelt v. City of Phila.
Revenue Dep't, 841 A.2d 599, 603-04 (Pa. Commw. Ct. 1998)).
577
578 WiDENER LAW JOURNAL [Vol. 19
greater risk of having personal identification and security
information released to the public; and therefore, the courts have
been forced to carefully balance the competing interests of the
public and of the private individual.'*
This survey will examine how Pennsylvania courts have
attempted to achieve a balance between the public's interest in the
transparency of government and the private individual's interest in
the confidentiality of personal identification and security
information. Part II examines the case law prior to Tribune-Review
Publishing Co. v. Bodaclê as well as the development of the
exception to the required disclosure of information in public
records. Part III discusses Tribune-Review Publish.
Strengths Insight and Action-Planning Guide SURVEY COMPLETION DA.docxjohniemcm5zt
Strengths Insight and Action-Planning Guide SURVEY COMPLETION DATE: 09-29-2015
xxxxxxxxxxx
Your Top 5 Themes
Responsibility Relator Competition Analytical Futuristic
What's in This Guide?
Section I: Awareness
A brief Shared Theme Description for each of your top five themes
Your Personalized Strengths Insights, which describe what makes you stand out from others with the same theme in their top five
Questions for you to answer to increase your awareness of your talents
Section II: Application
10 Ideas for Action for each of your top five themes Questions for you to answer to help you apply your talents
Section III: Achievement
Examples of what each of your top five themes "sounds like" -- real quotes from people who also have the theme in their top five
Steps for you to take to help you leverage your talents for achievement
Section I: Awareness
Responsibility
Shared Theme Description
People who are especially talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty.
Your Personalized Strengths Insights
What makes you stand out?
By nature, you prefer to work with teammates who share your concern about doing everything correctly and ethically. It’s very likely that you bring an exceptionally mature perspective to your team. Most people regard you as the dependable and reliable one. Because of your strengths, you sometimes open yourself to diverse types of people. You ordinarily welcome individuals who otherwise would feel out of place or ignored. Instinctively, you may reject the idea that telling a falsehood about something unimportant is acceptable. Perhaps you refuse to make an innocent social excuse to protect someone’s feelings. Driven by your talents, you experience pangs of remorse when you realize you failed to do something you promised to do. You feel awful when you do not do something correctly. You probably regret having compromised your basic values about right and wrong.
Questions
As you read your personalized strengths insights, what words, phrases, or lines stand out to you?
Out of all the talents in this insight, what would you like for others to see most in you?
Relator
Shared Theme Description
People who are especially talented in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal.
Your Personalized Strengths Insights
What makes you stand out?
Because of your strengths, you have the ability to instruct, train, or offer suggestions to people who look to you for assistance. It’s very likely that you probably are quite willing to welcome all kinds of individuals regardless of their appearance, education, social class, native language, religious preference, or political persuasion. This explains why your circle of friends or acquaintances is so diverse and interesting. Your openness might encourage people to seek your c.
Strategy Project/.DS_Store
__MACOSX/Strategy Project/._.DS_Store
Strategy Project/EXAMPLECompleted Strategy Team Project.docx
Issue: Given the success of being one of the world’s largest global payments technology companies, MasterCard has an opportunity to enter into the country of North Korea to expand its technology basis and help build the North Korean economy.
Recommendation: MasterCard should research and investigate the costs and benefits of expanding itself into North Korea.
Justification: In its current state, MasterCard is the second largest global payments technology organization and could use this strength to enter into North Korea to help build their economy not only by introducing its products and services into the country, but to help a weak economy become stronger with the proper use of a global payment technology.
Issue: Attempting to expand into other third world countries increases the security threat. The security at MasterCard needs an update to prevent their customers from becoming targets of credit card breaches and fraud.
Recommendation: MasterCard should design a new digital debit/credit card that uses a thumbprint to authorize the use of the card.
Justification: Fingerprints are a unique feature that can provide great security assurance when dealing with theft. The fact that no two fingerprints are identical will make it hard for fraud to take place.
Task 1: A Research and Development (R & D) team will be established for a 12 month period beginning May 2014 and continuing through May 2015 to determine what areas within North Korea would be in the best interest for MasterCard to locate. The team would consist of accountants, lawyers, management, and several other individuals who would work solely on this project for the year. The estimated cost for this project could reach up to $2 million. The current budget is listed at $2.5 million. All correspondence and findings will be reported to the current CEO, CFO, and COO as well as the Board of Directors.
Throughout the year, the R & D team will spend ample time traveling and speaking with the delegates of North Korea to get a good feel of the acceptance of a large corporation entering into their country. Travel expenses during the complete project are estimated to be a total of $150,000 of the expected budget.
The initial expense per visit to North Korea is a $1000 required tour that does not include any other amenities such as airfare, hotel, or food. The estimated complete “tour” expense for the year is $5,000. The flight expense during the year for the R & D team estimates the cost of $18,150 during the year. It is estimated that each ticket would cost $726 and no more than 5 team members would travel at a time, with an estimated 5 trips per year. A budget of $25,000 has been allotted for flight expenses alone due to the current trips per year estimation. As the end of the research gets closer, there may need to be an additional trip or two that need.
STRAYER BUS475 WEEK 10 QUIZ 10Report this Question as Inappropri.docxjohniemcm5zt
STRAYER BUS475 WEEK 10 QUIZ 10
Report this Question as Inappropriate
Question 1
Which of the following sectors receives the largest percentage of corporate cash and in-kind contributions?
Health and human services.
Education.
Civic and community.
Culture and arts.
Question 2
Which company paid its employees to volunteer in their communities two days a week after a tsunami in Japan disrupted operations at its U.S. facilities?
General Electric.
UPS.
Sony.
Honda Motor Company.
Question 3
As communications improve and people around the world are able to witness the horrors of natural disasters, terrorism, and war, international relief efforts by corporations are becoming:
Less important.
More important.
Obsolete because of social media.
A liability because of negative media.
Question 4
Which company donates 5 percent of its branches or stores’ total sales revenue to a worthy local nonprofit organization three days a year?
H&M.
Whole Foods Markets.
Bank of America.
Citigroup.
Question 5
What company gives all of its earnings to charity?
Seventh Generation.
The Body Shop.
Newman’s Own.
Patagonia.
Question 6
Foreign-owned corporations use foundations:
More frequently than U.S. firms.
Less frequently than U.S. firms.
About as often as U.S. firms.
Only for setting up disaster relief.
Question 7
Which of the following non-profit, locally funded and controlled organizations offer housing rehabilitation and financial services to neighborhood residents?
General Electric.
UPS.
Sony.
Honda Motor Company.
Question 8
Habitat for Humanity is considered a:
Corporation.
Government division.
Nongovernmental organization.
Program for the homeless.
Question 9
According to a Harvard Business Review study, which of the following is not an area in which corporate contributions are most likely to enhance a company’s competitiveness?
Context for strategy and rivalry.
Demand conditions.
Stakeholder management.
Factor conditions.
Question 10
The term civic engagement describes:
The active involvement of businesses and individuals in improving communities.
A competitive, free market environment.
Strong governmental regulation to control businesses at the municipal level.
A close and collaborative business-government relationship.
Question 11
What percentage of AT&T’s procurement spending went to minority, women, and disabled veteran-owned businesses in 2011?
1 percent.
5 percent.
15 percent.
25 percent.
Question 12
The share of all giving made up by in-kind contributions of products and services has been:
Rising steadily over the past decade.
Declining steadily over the past decade.
Remaining relatively constant over the past decade.
Declining sharply over the past decade.
Question 13
Another term for corporate giving is corporate:
Welfare.
Goodwill.
Philanthropy.
Citizenship.
Question 14
Which region received the most U.S. international charitable contributions in 2011?
Europe
Africa
Asia-Pacific.
Latin America-Caribbean.
Question 15
Which company provided one million fre.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
1. Strategy from
the Inside Out:
BUILDING CAPABILITY-CREATING
ORGANIZATIONS
Danny Miller
Russell Eisenstat
Nathaniel Foote
E
veryone knows that popular brands and unique capabilities help
sustain
a company's competitive advantage. However, they cannot be
built by
imitation. Ingenious executives have been able to develop
sustainable
capabilities not by emulating others, but by using their
organizational
designs and processes to identify, build on, and leverage their
"asymmetries"—
their evolving unique experiences, contacts, or assets. These
asymmetries may
occur even in the simplest organizations. Unfortunately, they
frequently are
concealed, of little apparent use, and unconnected to value
creation. Thus they
require new strategy making and organizational approaches for
their discovery,
development, and application. Based on lessons from a two-year
study of a
2. diverse sample of companies, this article shows how managers
can grow capabil-
ities that sustain competitive advantage by constantly
identifying and growing
asymmetries, embedding and empowering them within an
organizational
design, and shaping market focus to exploit them.
For Citibank CEO John Reed, 1991 was a very tough year. Citi's
stock had
plummeted, in no small part because of its trouble-ridden global
corporate bank.
Some problems, such as non-performing Latin American loans,
were shared by
competitors. However, Citi was especially hobbled.
Paradoxically, although it
had banks in over 100 countries, many of these were weak.
Local rivals vdth
better ties to customers and government were strangling Citi's
revenues and
eroding its margins.
The authors would like t o thank Don Hambrick. David Hoopes,
Quentin Hope, Jay Galbratth, Isabelle
LeBreton-Miller, Anne Waters, and John Whitney for their
helpful comments.The first author is also
grateful to the Social Sciences and Humanities Research
Council of Canada for grant 410-98-0405,
which supported a part of this research.
CALIFORNIA MANAGEMENT REVIEW V O L 44, NO. 3
SPRING 2002 37
Strategy fronn the Inside Out: Building Capability-Creating
3. Organizations
The choices confronting Reed seemed bleak. On the one hand,
he could
try to strengthen Citi's presence in lucrative markets such as
Germany or Japan
by copying regional rivals like Deutsche Bank. He might, for
example, try to
build deeper relationships with local businesses. However, Citi
would always be
at a disadvantage vis-a-vis local rivals, who had better
government and industry
contacts—relationships that for historical and political reasons
Citi was unlikely
to duplicate. A more feasible strategy would be to offer new
services and try to
become more efficient. However, there was nothing to stop
competitors from
following suit and neutralizing Citi's efforts. Reed, like so many
of today's CEOs,
was facing a quandary.'
Citibank (now Citigroup) and some two dozen other firms we
studied
(see Appendix 1) have managed, quite craftily, to escape this
predicament of
how to grow sustainable capabilities. They began not by
emulating best prac-
tices, but by delving constantly within themselves to discover
and build on their
unique, hard-to-copy assets, knowledge, relationships, and
experiences. We call
these emergent, potential, or hidden resources "asymmetries."
Over time, the
firms we studied evolved a set of explicit organizational
processes and designs
4. to find these asymmetries, turn them into capabilities, and
leverage them across
the appropriate market opportunities.
At Citi, John Reed realized that his extensive network of
international
banks could be of immense service to large multinationals
(MNCs). This was
no commonplace observation as the scattered network was at the
time a liability
in serving MNCs. Citi's local banks gave service priority to
local clients, offered
products unsuitable to MNCs, and did not cooperate to facilitate
cross-border
business. Nor were MNCs the most profitable customers.
However, Reed had
a three-pronged epiphany. He realized first that no rival had
Citi's global reach
or could attain it easily. He also saw that by redesigning his
organization, proc-
esses, and performance management systems he could make the
network more
responsive to MNCs. Finally, he envisioned how the
international bank network
could be re-deployed to great advantage to serve not local firms
but large clients
doing extensive—and lucrative—cross-border business. In
short. Reed saw how
his bank was different, figured out how to make that difference
an asset, and
found a market that would most value that asset.
It is vital to point out that it is not only large firms such as Citi
that may
have potentially valuable asymmetries. The example of Shana
Corp. (Sidebar 1)
5. shows a very similar path of asymmetry identification and
capability develop-
ment unfolding even within a small and new firm with nowhere
near the assets
or relationships of a Citigroup.
The lessons from Citi and Shana are much the same:
competitive advan-
tage comes not from imitation but from using organizational
processes and
designs to identify emerging asymmetries and build them into
capabilities
Again, asymmetries are hard-to-copy ways in which a firm
differs from its
rivals—ways that may ultimately bring advantage (see Sidebar 2
for the defi-
nitions of our key terms). They may consist of outputs (such as
products or
38 CALIFORNIA MANAGEMENT REVIEW V O L 44, NO. 3
SPRING 2002
Strategy from the Inside Out: Building Capability-Creating
Organizations
SIDEBAR I
Molehills into Mountains: The Case of Shana Corp.
Shana Corp. is a private Canadian software company. Some of
Shana's product development
efforts, combined with a few technologically related contracts,
had allowed the company, over
several years, to develop special expertise. It acquired the
capability to create sophisticated
6. forms completion software that was compatible between two
popular operating systems.This
occurred, quite fortuitously, because of the kinds of jobs Shana
had worked on. However, the
top managers of Shana soon became quite conscious of this
emerging capability.Their firm,
they realized, had learned to artfully and economically do some
valuable kinds of work that its
competitors simply could not do as well or as fast Also, some
natural affinities began to occur
among the software developers as each began to realize more
fully one another's strengths
and weaknesses, and each began to specialize on certain sub-
routines. What had been a work
group became a real team, with all of the synergies and
efficiencies that entails. Soon Shana's
managers began to develop training routines, work procedures,
and compensation and incen-
tive policies to further improve team performance. Shana also
began to use its growing body
of specialized knowledge and its effective development teams to
concentrate on particular
clients that required its special abilities.These were clients that
used the two popular operating
systems but wanted the same forms software for both.The new
market focus and additional
product development and marketing experience it brought
sharpened Shana's expertise still
further, widening the skill gap between it and its rivals.This
gradual convergence of the com-
pany around its capabilities and target market helped to focus
new selection and training pro-
grams, project management protocols, and marketing
campaigns.These allowed Shana exploit
and extend its competitive advantage.
7. Note that Shana did not set out to master a special capabilrty.
Nor did it perform a competitive
analysis to look for promising niches. Rather, Shana's managers
noticed retrospectively what
their firm was unusually good at, reflected on and developed it,
and pursued those clients that
would most benefit from Shana's emerging talents.The firm,
moreover, did not set out to emu-
late the competitive advantages and competencies of its most
successful rivals. First, it did not
have the financial or technological wherewithal to accomplish
this, nor could rt reasonably
expect to develop it. Second, even if Shana were able to develop
those competencies, by the
time it did its competitors most likely would have moved ahead.
Shana's managers realized that
emulation would cede to rivals product and market leadership—
no competitor was a sitting
target Finally, had it attempted to do what its rivals do well,
Shana would have had to share a
market with a host of other imitators.
solutions), relationships and alliances, systems (such as Citi's
global network
or contacts), processes and routines, and nascent skills and
knowledge (such as
Shana's)—all provided that rivals cannot imitate these within
.practical time and
cost constraints. In fact, asymmetries, because of their subtlety
or uniqueness,
confer a head start and discourage imitation—and that sustains
their edge.
Another advantage is their accessibility. Due to accidents of
history
and normal variations in the skills and experiences of
8. organizations, many
CALIFORNIA MANAGEMENT REVIEW V O L 44, NO. 3
SPRING 2002 39
Strategy from the Inside Out: Building Capability-Creating
Organizations
companies will find that they possess asymmetries. While the
capabilities or best
practices of other enterprises may be almost impossible to
duplicate, managers
begin the hunt for asymmetries in their own back yard.
Unfortunately, asymmetries are not resources or core
competencies. Like per-
sonal characteristics such as shyness or aggressiveness, they can
serve as advan-
tages or disadvantages. As with Citi's network they tend to be
under-explored,
under-funded, and unconnected to a firm's engine of value
creation. However,
where carefully fostered and directed, asymmetries may come to
underlie the
most important capabilities in a firm's competitive arsenal. By
continually identi-
fying and building on asymmetries, by nurturing and exploiting
these within a
complementary organizational design, and by leveraging them
via an appropri-
ate market focus, companies may be able to aspire realistically
to attain sustain-
able advantage.
9. Paradoxically, a continual and intimate connection with the
market
environment is vital to this "inside-out approach." First, firms
have to under-
stand their rivals in order to know how they themselves are
unique. More
importantly, they need to track market reactions to discover
which asymmetries
are relevant. It is this ongoing ability to find the intersection
between a firm's
emerging asymmetries and the opportunities in the environment
that is the
fundamental strength of the organizations we describe here.
The Three Imperatives of Inside-Out Strategy
Three imperatives are especially central to our approach.
Although our
presentation is necessarily linear, the process of developing
inside-out strategy is
emergent—full of trial and error, iteration between imperatives,
and exploitation
of chance.
Imperative 1: Discover Asymmetries and their Potential
To do well, firms need to develop important capabilities or
resources that
their rivals cannot.^ As indicated, however, it is hard for them
to develop these
resources unless they already have some realized or potential
edge. The first step
is discovering the asymmetries that underlie that edge, as
unrecognized resources
or capabilities are of little advantage.
10. Asymmetries can arise in a number of ways. Some, such as
Citi's banking
network, develop as a result of the vagaries of corporate
history. Others, such as
long-term contracts and distinctive patents, are consciously
created. In all cases,
asymmetries serve as useful starting points for creating
advantage precisely
because they cannot be easily copied. The search for
asymmetries is the search
for these inimitable differences.'
The inimitability of an asymmetry may be due to legal barriers,
as in the
case of patents. More often, however, it is because asymmetries
represent subtle
and interrelated attributes and skills that have co-evolved over a
significant
40 CALIFORNIA MANAGEMENT REVIEW V O L 44, NO. 3
SPRING 2002
Strategy from the Inside Out: Building Capability-Creating
Organizations
SIDEBAR 2
The Terms of our Analysis
Asymmetries are skills, knowledge, processes, relationships,
properties, or outputs an organiza-
tion possesses or produces that its motivated competitors are
unlikely to acquire or copy in a
cost or time-effective vy/ay.Typically, these do not currently
produce any economic advantages
11. but have potential to be transformed into valuable resources or
capabilities.
Resources are asymmetries that currently do produce superior
economic returns: examples
include technical skills, patents, scarce raw materials sources,
exclusive alliances, and a fine
reputation.
Capabilities are more fundamental than resources—they
represent abilities to create
resources or to make them more valuable or sustainable.
Capabilities include tacit knowledge,
administrative skills, uniquely effective innovation, or
operating abilities and routines.
Core Capabilities (sometimes called "core competencies") are
capabilities especially central to
an organization's competitive advantage, and can often be
leveraged across different products
and markets. Core capabilities are typically compound or
systemic in that they comprise or
orchestrate other capabilities.This endows them with greater
uniqueness and inimitability.
Capability Configurations are systems of reinforcing elements
incorporating core capabilities
and the organizational design infrastructures in which they are
embedded and that renew,
adapt, and support these capabilities.
interval—as in the case of Shana. The subtle and tacit nature of
these attributes,
and in some cases their lack of connection to success, keeps
these asymmetries
beneath the radar screens of rivals (and sometimes those of the
12. firm itself).*
Because of this subtlety, the search for asymmetries cannot be a
casual
process. It demands thorough and persistent inquiry across the
breadth of an
organization. The search must lead to an understanding of h o w
a firm differs
from its competitors in the assets it possesses, the execution
processes it uses,
and the combinations of these things. It should also provide
insights into how
these asymmetries are currently generating or may potentially
generate the
resources or capabilities that produce advantage. Having
discovered these
resources, they must be evaluated for their potential
contributions to perfor-
mance.
Outside Search
A good place to begin the search for internal asymmetries is to
find the
more obvious external ones—the kinds of clients and business
that gravitate to a
firm rather than its competitors. Managers might look for the
kinds of opportu-
nities they can capture that their competitors cannot. The types
of customers
and the peculiarities of their product and service demands are
key clues. Asym-
metries can also be spotted by asking why a company beats its
rivals in capturing
CALIFORNIA MANAGEMENT REVIEW V O L 44, NO. 3
13. SPRING 2002 41
Strategy from the Inside Out: Building Capability-Creating
Organizations
a particular client or market. Answers may be found in the
breadth of offerings
or geographic reach, reputation with a client, or intimate market
knowledge.
Learning demands action as well as reflection. In fact, one of
the surest
ways of revealing valuable asymmetries is to launch a set of
entrepreneurial
initiatives, determine which ones show promise, and then try to
discover why.
These can be viewed as experiments and may include broaching
new kinds of
customers or market segments, combining existing products
with services, and
altering the mix of products. Such experiments bring out new
fans of the firm
and make clearer emerging asymmetries. Shana's particular
talents became
clearer to its managers both as it pursued different clients and
new software
projects. In fact, in highly emergent contexts—in e-commerce,
for example, or
a newly deregulated industry—required capabilities are highly
ambiguous and
first mover advantages are central to ultimate success. Here
firms are better off
moving quickly to seize opportunities. Only after carrying out
their market
14. experiments can they determine where their advantages lie.
Inside Search
Search also must take place inside a company. In many cases,
the most
useful asymmetries are buried deep within a firm and have to be
traced back
from surface abilities. Willamette Inc. is a successful medium-
sized paper manu-
facturer. One of Willamette's apparent strengths was its ability
to track the paper
market by making the right grade of paper at the right time.
However, the
knowledge of what to make is widely available—many
competitors have it.
The more basic capability is an ability to convert production
processes quickly
and cheaply enough to take advantage of industry price changes.
The reason
Willamette could do this was because of its flexible equipment.
The reason it
had such equipment when its competitors did not was because of
the experience
Willamette's engineers had built up over the years converting
the dilapidated
plants of rivals into some of the most flexible and efficient
factories in the indus-
try. Willamette's fundamental asymmetry and its primary source
of advantage
was its state-of-the-art plant conversion and operating
capabilities—capabilities,
it turned out, that usually could not even be duplicated by the
nation's top engi-
neering consultants. It was this profound recognition of its
capabilities that then
15. allowed Willamette to allocate the human and financial
resources and gear its
hiring, training, promotion, and compensation approaches to
support them.
Discovering asymmetries that represent latent resources or
capabilities is
particularly challenging. The case of Citigroup's global
relationship banking unit
was instructive because its crucial asymmetry—unrivalled
geographic presence—
for many years represented as much a liability as an asset. By
1980, Citi had
developed a system of banks in 100 countries. Its nearest rival.
Hong Kong
Shanghai Bank Corp., had offices in 40 countries. However,
many of Citi's
banks were weak, and margins were being squeezed in
developed countries
by competing local banks with better ties to customers and
government. Mean-
while in developing countries, market volatility and political
instability were real
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and costly hazards. Despite these problems, then-CEO John
Reed realized that
the international network could potentially put it in a unique
position to do busi-
16. ness with far-flung multinationals that desired further
globalization. Also, it was
unlikely that rivals could easily imitate this resource.
Thus, asymmetry identification can take at least two forms. The
first is a
re-framing insight, spotting pre-existing but unexploited
assets—as at Citi. The
second is evolutionary and requires managers to recognize an
emerging edge,
frequently in intangible assets such as knowledge, relationships,
and reputation.
This was the case at Shana and Willamette.
Table 1 provides suggestions on how a firm can identify its own
key
asymmetries and capabilities. An Assessment Audit is available
from the authors
to guide this process.
Imperative 2: Create Capability Configurations—by Design
Asymmetries evolve into sustainable core capabilities largely
through
organization design—which builds and supports capabilities by
embedding them
in a cohesive configuration. Design also energizes these
configurations by setting
up "virtuous circles" of capability enhancement.
There are two aspects to capability configurations. First, they
are made up
of a cohesive combination of resources and capabilities that is
hard to imitate. Simple
resources such as patents or proprietary processes can be
contrasted with more
17. complex bundles of elements such as a distribution system.
Citi's bank network,
for example, encompassed a set of mutually reinforcing
elements that made it
easier to serve multinational clients—many banks in many
countries, business
and political contacts connected to and shared among the banks,
and a set of
common product and service standards across banks. Such
resource or capability
configurations tend to be far more powerful, distinctive, and
tough to copy than
single capabilities (see Table 2).
However, capability configurations have an even more valuable
prop-
erty—they are embedded within a design infrastructure that
leverages, sustains,
and develops them. At Citicorp, the international bank network
at first was just
a potentially valuable resource, not an actual one. The network
only became a
sustainable capability within the context of a supportive
organizational design.
As long as Citi was organized as a set of geographically based
profit centers, local
managers refused to give good service to multinationals that
demanded bargain
interest rates and service fees. John Reed was only able to
unlock the value of
the international network for multinationals through a new
organization design.
The design incorporated a group of very powerful key account
managers and the
multifunctional, multi-product teams needed to serve them. A
fiexible resource
18. allocation system was set up to provide human, product, and
knowledge
resources to each multinational client—to serve that client in a
globally coordi-
nated and integrated way anywhere in the world, for a vast array
of products
and on demand. Reed reinforced the configuration with
information systems
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T A B L E I . Discovering Asymmetries and Capabilities
Questions Information Sougiit
Possible
Data Sources
What are the differences in
observable outputs between
a firm and its rivals: where is
the firm superior? Hints
from:
• What kinds of customers
are more apt to chose this
firm than its rivals and
why?
• What do they ask from
the firm—^and value most
19. from its offerings?
Comparison of outputs along dimensions such as
design attractiveness or functionality, service, price,
solutions tailoring, reputation, guarantees, and
quality. Also relevant may be the scale, scope,
and reach of the firm and its EDI and logistical
connections to clients.
Market facing units or key
account managers; customer
reactions; and data on kinds
of clients drawn to firm
and their reactions to firm.
Indexes of performance
and quality by product,
geography, and plant
Which resources and
capabilities appear to
underlie the above sources
of superiority—and where
in the firm do they reside?
Which asymmetries
between a firm and its rivals
ultimately can be built into
sources of superiority?
The following resources and capabilities may be
evaluated:
Resources may include those that are propeny-
bosed: patents, control over unique supplies or
channels, talent under long-term contract;
icnowiedge-based: unique information about
20. customers, segments, and technologies; and
relationship-based: partnerships, alliances,
reputation, and customer ties.
Capabilities include process and product design,
product development, operations, value chain
integration, all aspects of marketing and customer
service, and organization design.
Managers in product and
process development units,
market and client facing
units, and geographic units.
Which resources and
capabilities would be
hardest for rivals to nullify?
Target for analysis especially those resources and
competencies identified above.
Market-facing managers and
customers, studies of rivals'
products, communications,
and what is written about
them.
Which capabilities and
resources are most central
now and for the future to
a firm's competitive
advantage?
Consider the degree to which each of the
resources and capabilities are sustainable, drive
growth and profitability underlie other capabilities,
21. complement other capabilities, can be enhanced
and developed, and can be leveraged across a
wide range of market opportunities.
Managers from different
functions and SBUs
that give all key account team members access to all client
information and with
a dynamic planning process that makes team members commit
to specific objec-
tives for each customer. He extracted support from local
managers by having
them assessed and rewarded against their ability to serve the
multinationals. At
Citi, then, the design of the organization was a core enabler and
key component
of the capability configuration (Table 3), one that dramatically
enhanced its busi-
ness with multinationals.
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T A B L E 2. Advantages of Capability Configurations
I. Configurations develop powerful complementarities around
core capabilities and among
resources, often by using an array of design levers.
22. 1. Configurations embed and empower resources within a
design, thereby more firmly capturing
those resources, and making them more valuable to an
organization than to its rivals (a condition
economists call asset specificity).
3. Configurations organize capabilities into socially complex
systems that are difficult for rivals to
Imitate.
4. Configurations embody virtuous cycles that enhance
capabilities.
5. Points 2 to 4 all help to turn capabilities into sustainable
competitive advantages.
The Citi case is a good example of a firm that identified a key
asymmetry
(the international bank system and web of connections), realized
that it could be
an important resource, and developed that resource into a
capability configura-
tion by embedding it in an effective organization design.
Without the configura-
tion, the bank system resource could not be exploited or
leveraged. In fact, the
reason so many potentially valuable resources go undetected is
because they
only take on value when deployed within a complementary
design
configuration.
Building Molehills into Mountains: Virtuous Cycles that
Enhance Capabilities
One of the most advantageous aspects of design configurations
is that
23. they create "virtuous cycles" of capability enhancement—cycles
that turn the
potential of an asymmetry into a real and growing capability.
Virtuous cycles are
simply chains of influence in which one good outcome promotes
another. Com-
panies, for example, may possess a capability that attracts
talented new employ-
ees and partners whose enlistment then augments that
capability. Well-managed
capabilities also raise performance, which in turn fuels them
with additional
resources and attention.'
The emergence of Denmark's International Service System
(ISS), illus-
trates the powerful role of virtuous circles in building what is
now one of the
largest service firms in the world. Early in its history, ISS
began to accept con-
tracts for cleaning slaughterhouses. This was a demanding task
as equipment
had to be disassembled for cleaning, and it was necessary to use
special deter-
gents and pressurized cleaning techniques to eradicate harmful
bacteria. Also
needed was expertise in testing for sterility. The experience
gained with various
types of clients allowed ISS to develop highly effective and
efficient routines for
doing the work, as well as enough financial expertise to be able
to cost and price
cleaning services by the machine, square meter, type of food,
and so on. The
proprietary technical knowledge gained in food hygiene enabled
24. ISS to form
partnerships with customers to jointly develop techniques for
new products and
evolving types of bacteria. This enhanced ISS's skills still
further, giving them an
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T A B L E 3. How Designs Build and Exploit Capability
Design
Enablers
Leadership/
Governance
Vaiues
and Culture
Structural
Meciianisms
Systems
and Policies
Embedding
Capabilities
within the
Organization
25. Leaders create
context to prioritize,
fund, and build
strategy around
capabilities.
TMT ensures
synergy among
resources and
capabilities.
TMT establishes
policies to bring
front and back units
together to develop
and adapt
capabilities.
Corporate culture
celebrates
capabilities and
accords prestige
to units and people
most central in
creating those
capabilities.
Collaborative
culture to bring
together front
and back units.
Emphasis is on
knowledge building
and knowledge
sharing among
26. units.
Capability-based
units such as task
forces and cross-
functional or cross-
SBU teams are
established to
create and share
knowledge.
Multi-SBU, multi-
function
coordinating
committees
build and adapt
capabilities.
High-level
management
committees
oversee long-term
development of a
specific capability
Information and
planning systems
target and track
capabilities by unit,
product, and so on
versus competitors.
HR systems
select, reward, and
promote based
on capabilities.
27. Knowledge systems
codify proprietary
information on
technologies,
customers, and
so on.
Enhancing
Capabilities
Shaping
Capabilities
to Market
Opportunities
Governance bodies
describe a trajectory
for core capabilrty
extension and
leveraging.
Leaders link
capabilities to target
markets and define
policy parameters
for identification
and sequencing of
opportunities.
Informal networks
bring front and back
units and people
together to develop
capabilities.
28. Entrepreneurial
culture encourages
managers to identify
opportunities that
exploit capabilities.
Multi-unit teams and
strategic alliances
build knowledge.
Communities of
practice grow
capabilities.
Opportunity-based
units help shape
capabilities to
market segments.
Information systems
feed learning efforts:
e.g., report results
according to
segments and
customers.
Training programs.
Hfl, planning, and
incentive systems
create resources
that can be easily
leveraged across
opportunities.
Rewards based on
29. firm-wide objectives
to get front and
back to collaborate.
even greater competitive advantage and an expanding client
base. Eventually,
ISS's expertise grew to encompass related hygiene-food
businesses, including
poultry and fish.*
Such virtuous cycles do not happen by themselves. Design and
leaders
play a key role. At ISS, both executive action and the levers of
design convert
experience gained in a capability into policy priorities and
market targets.
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codified knowledge, and efficient routines—which in turn
extend those capabili-
ties. For example, ISS's leadership strives to acquire "customer
density" in vari-
ous segments. Scale in a segment leads not only to huying
power but greater
specialization, with resulting learning and customer intimacy
advantages. Lead-
ers also prioritize new opportunities that are becoming
realizable because of
growing skills or reputation. Information systems then build
30. databases on costs
and customers that facilitate better pricing, costing, and
scheduling: this
improves the capture rate of the most prized kinds of customers.
Also, human
resource systems codify criteria for selection and training,
thereby sharpening
the most important capabilities. Finally, structural mechanisms
bring managers
together to share knowledge across clients so that additional
services can be sold
to existing clients and ideas are shared around picking up
additional business.
Each of these design levers shapes the virtuous cycle as they
help accumulate
"stocks of assets" such as reputation, technical, managerial and
customer knowl-
edge, cohesive teams and team skills, and distinctive systems
and infrastructures.
Virtuous cycles have a number of things in common. They
engender
good performance and thus create resources to plow back into
capability devel-
opment. They enhance reputation, which brings opportunities.
They elicit posi-
tive feedback from the market that reinforces the right kinds of
people, skills,
and products. Design serves as a powerful governor and
amplifier of these cycles
in identifying and prioritizing a capability; in assembling and
coordinating the
resources, people, systems, and mechanisms to develop it; in
disseminating the
capability within the organization; and in leveraging the
capability across the
31. right market opportunities.
Imperative 3: Pursue Market Opportunities that Build On
and Leverage Capabilities
The deepest capabilities and most integrated configurations are
of no
value unless they extract superior returns. So they have to
satisfy the needs of a
large enough audience who will pay amply to have that done. At
the same time,
emerging capabilities must be constantly unearthed and
evaluated so they can
be leveraged across a wider audience and set of opportunities.
A market can be looked at as a set of niches and opportunities
that a firm
must chose from to best leverage its capabilities. Managers
must ask not only
where are the opportunities, but also why should their firm be
able to capture
and exploit them better than potential competitors. The
attractiveness of a niche
must be evaluated in the context of a firm's uniqueness and the
capabilities it
can attain more readily than its rivals.^
It is also vital that market niches and opportunities be related or
complementary
in that they benefit from the same kinds of capabilities. This
consideration guided some
of our most successful firms. Citi's global corporate clients, for
example, are simi-
lar in that they are large, do plenty of cross-border business,
and benefit from
Citi's global presence and international banking services. In
32. fact, Citi changed
its pricing strategy to attract only those types of clients.
Without this relatedness.
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Citi's capabilities would be underutilized or underdeveloped.
Note that it is not
similarity of outputs or industry boundaries that define
complementarity: Citi's
global clients were in many different industries and locations,
and Citi sold lots
of different products. Rather, complementarity is defined in
terms of the ability
of different opportunities to benefit from the same asymmetries
and capabilities.
Citi also pursued complementarity among opportunities in
developing
multi-product international banking solutions tailored to
specific industries.
It created product packages or "industry templates" that would
appeal to many
clients within an industry—and thus give Citi economies of
product develop-
ment and market knowledge. Citi's product packages built not
only on the simi-
lar needs of global clients in the same industry, but also on its
banking contacts
and expertise in foreign exchange, global cash management, and
33. investment
banking.
Inevitably, managers will have to shape capabilities according
to such
related opportunities. Recall that Citi made many changes to
render its interna-
tional bank network valuable to global clients—for example,
abolishing regional
profit centers to get local managers to serve multinationals. Citi
also organized
its global bank into industry groups to develop its tailored
product solutions and
increase market penetration. Because market focus was so clear,
the bank could
afford to develop industry- and client-based planning and
information systems.
These incorporated detailed information on each targeted
client's potential bank-
ing business, which enabled representatives to home in on the
best business
opportunities and develop tailored approaches to capture that
business. As the
examples show, when adapting asymmetries and capabilities to
market oppor-
tunities, the design configuration again plays a central role.
Leveraging Capabilities across New Opportunities
Capabilities are especially valuable when they can be leveraged
across a
broadening set of market opportunities. Such leveraging must
become a never-
ending process. Here again virtuous cycles are useful. They
strengthen current
capabilities, but they also push asymmetries and capabilities
34. into new areas. As
learning occurs, a firm is able to employ capabilities or
resources garnered in
one situation to serve a different one. This can happen in
several ways.
• The same capabilities can be applied across different products
and industries.
ISS leveraged its special capabilities in cleaning and sterilizing
slaughter-
houses to enter the hospital services field. A deep knowledge of
bacteria,
chemicals, sterilization, cleaning, and testing techniques
allowed ISS to
enter a completely different industry, with similar capability
requirements.
• Customer-related expertise and reputation developed around
one output can be
used to sell others to the same customer ISS-MedicIean used the
reputation
and customer-specific knowledge it garnered in cleaning a given
hos-
pital to get other types of service contracts with that same
institution.
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"Knowledge of a specific customer and a broader range of
services gains
35. Mediclean access to the customer's senior management. . . . It is
this
access that leads to the deepening and expanding of the
relationship."*
• Segment related expertise developed with one customer can be
used with others in
the same segment. ISS leveraged its knowledge across different
health care
institutions based on its extensive segment-specific knowledge.
The com-
pany is successful in part because it thoroughly understands the
needs of
the British hospital customer, and because its capabilities span a
compre-
hensive array of hospital cleaning and facilities management
services.
ISS excels at all three kinds of leverage, in part because of an
organization
design that encompasses entrepreneurial, opportunity-seeking
leadership as
well as systems that gather and disseminate information on both
capabilities
and market opportunities. ISS's culture ensures that knowledge
is easily shared
across organizational boundaries, and its fiexible administrative
structure can
manage capabilities and exploit new opportunities.
Ultimately, most capabilities become obsolete. Major sources of
obsoles-
cence include rival imitators eroding value, product lines
reaching maturity, and
major transformations in industry technology. The threat of
imitation can often
36. be countered by our virtuous cycles that build on capabilities
fast enough to stay
ahead of competitors. The threat of product obsolescence can be
reduced by
leveraging capabilities across new or related product areas.
However, the only
way to deal with technological or knowledge obsolescence is to
continually
look for new asymmetries that can be developed into
capabilities that can be
connected with a new set of opportunities.' This involves all
three of our
imperatives.
implications for Managers
In pursuing strategy from the inside out managers must learn
both to
pursue and trade off seeming opposites. Specifically, in
discovering, building and
leveraging capability they must balance refiection and action,
selection and vari-
ation, resources and opportunities. Moreover, to make these
tradeoffs in a quick
and superior way, firms must make organizational design their
source of com-
petitive advantage. They must significantly empower their units
to discover and
develop the right capabilities and leverage them across the right
opportunities;
and they must create strong leadership and infrastructure at the
center to get
those units to collaborate to do this rapidly and effectively.
Three Tradeoffs
37. Balance Reflection and Action: Discovering Asymmetries and
Capabilities
Knowledge about capabilities comes in part from refiection.
Managers
must critically evaluate their resources and talents in looking
for hidden gems—
trying to determine which are the best employees, which people
and units work
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together best, which technologies show promise, what types of
projects and
products succeed, and what sorts of customers are attracted to
the firm. The best
outcomes of reflection are imaginative "re-framings" of the
value of different
resources, experiences, and relationships. At Shana, for
example, they led man-
agers to see that the really valuable capabilities were not in
building forms soft-
ware but in bridging operating systems.
Refiection, however, is not enough. True self-knowledge
demands action
and experimentation. Asymmetries and capabilities are always
changing and the
best way to keep track is by trying things and assessing the
results. At ISS experi-
38. ments might include working with different types of customers,
trying a new
process, or changing offerings for a new market segment. These
experiments
provide good information on what works—cues that then can be
used to shape
more focussed experiments that converge on capabilities and
launch virtuous
circles.
Given the job pressures, managers must put time aside to refiect
on capa-
bilities and initiate experiments. They might launch quarterly
sessions with top
management, venture teams, or "capability teams" to explore
emerging compe-
tencies and the opportunities they bring. These discussions may
work especially
well when members of different business or technical units or
functions get
together. "Outsider" units often see creative uses for resources
their counterparts
deem commonplace. Gathering to address a specific market
challenge or oppor-
tunity may bring some urgency to the task of surfacing
capabilities.'"
Balance Variation and Selection: Developing and Embedding
Capabilities
Leaders must determine which emerging capabilities are most
promising
and then "select" or embed them as priorities for development.
If the targeted
set of capabilities is overly large or varied, resources will be
too thinly spread to
39. achieve critical mass and competitive superiority. Core or
fundamental capabili-
ties must take the lion's share of funds, talent, and visibility—
even where this
hurts other activities. However, to commandeer resources from
"secondary"
activities, priorities must be refiected in accountabilities,
performance criteria,
rewards and promotions, and also in dedicated units and teams
and in planning
and information systems. ISS and Willamette use their planning
and resource-
allocation processes to drive resources towards the most
promising asymmetries
and capabilities. They also designate top priority capabilities
and constitute teams
that are appraised and rewarded according to capability
development.
Variation in capabilities must also be restricted over time. Core
capabilities
have the highest yields when developed cumulatively over the
long run and
varied "around the edges." This requires top-level, long-term
resource planning,
coupled with regular follow-ups to determine how to elaborate,
adapt, and fund
a capability. In many of our firms, multi-functional, multi-SBU
units and top-
management committees assured continuity in developing
longstanding capa-
bilities. At the same time, firms searched for and experimented
with capability
variations—emerging but related relationships, client
knowledge, expertise, and
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technologies. Without this exploration and "playfulness" at the
edges, a capabil-
ity set narrows and loses relevance.
Balance Capabilities and Opportunities: Leveraging Capabilities
in the Market
Managers need to find opportunities tailored to their
capabilities. Oppor-
tunities also must ultimately shape capabilities. The faster these
mutual adjust-
ments occur, the more likely the virtuous circles, and the longer
a firm is able to
sustain competitive advantage. Of course, such speed is only
possible when orga-
nizational designs and processes foster an ongoing, enriching
dialogue between
capability managers and opportunity managers.
Advantage by Design
Different parts of the firm bring to bear different perspectives
in building
capabilities and making these tradeoffs. Units dealing with
customers and mar-
kets ("front-end" units) look to leverage asymmetries in
customer relationships,
perhaps by broadening the product set. Units charged with
41. engineering, R&D,
and operations ("back-end" units) seek to leverage functional
capabilities or
products across different market opportunities. Both these
pursuits are essential.
Unfortunately, some product variations will unduly stretch
capabilities, and
some capabilities will not find a market. It is only by getting
the front and back
of an organization to work together that complementarity can be
quickly real-
ized between capabilities and market opportunities. This calls
for organizational
designs that not only empower front- and back-end units to
develop opportuni-
ties and capabilities, but also create a strong center and
infrastructure to get
these units to collaborate.
Strong Front, Strong Back
Back-end units must have fungible resources: flexible resources
they can
use to discover and develop capabilities, and ones that are free
from the day-to-
day pull of operations. They also require the clout to call upon
resources from
the front to discover the needs of customers and the strengths of
the competi-
tion. Typically, this requires that some front-end resources be
accountable for
capability development. Front-end units also need fungible
resources to identify
and pursue opportunities. Moreover, they need access to
resources from the
back to help them adapt capabilities to the new opportunities.
42. Back-end
resources, therefore, may have to be made accountable for
realizing front-end
opportunities. At Citi, for example, back-end functional and
product specialists
were appraised according to their service to large clients.
Strong-Center: Leadership and Collaborative Infrastructure
A strong center is needed to make front and back collaborate.
This
involves myriad organizational levers and processes (see Table
3), with strong
leadership being primary. Leaders must establish objectives,
policies, and even
transfer prices for determining how front and back can work
together. They
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need to prioritize capabilities and opportunities, or at least
delineate their scope.
Leaders also may act as final arbiters in disputes between front
and back, the
way John Reed was called to do at Citi.
However, firms do even better where front and back can work
together
without a leader's intervention. This is more apt to happen
where corporate
43. cultures encourage collaboration, as at Willamette, or where
extensive informal
networks exist, as at Citi and ISS. Such cultures are fostered by
strong and clear
corporate values and by grapevines that widely disseminate
reputational infor-
mation so that managers can assemble effective teams. Other
useful integrators
are clear conflict resolution protocols, job rotation and training
programs that
reduce parochialism, and even virtual communities on the
Internet.
Structural mechanisms such as multi-functional, multi-SBU task
forces,
standing committees, and integrative positions and roles can
also bring together
front and back. Finally, in all of the firms we studied, important
roles were
played by a variety of organizational systems and processes.
Information and
resource allocation systems, for example, identified the best
human resources
to serve capabilities and opportunities. Incentive systems
rewarded organization-
wide goals rather than departmental goals, and ensured that
collaboration
around capabilities and opportunities would be in the long-run
interests of the
firm."
Final Words
Well-conceived organization processes and designs can help
managers
constantly identify asymmetries and potential capabilities,
44. embed these in a con-
figuration that grows and exploits them, and leverage those
capabilities across
complementary sets of market opportunities. Indeed, effective
design provides
the vehicle for bringing together developing resources and
emerging opportuni-
ties in an ongoing process that sustains advantage.
APPENDIX I
Description of the Research
The research reported here is part of an 18-month study of firm
strategy
and design funded in part by McKinsey and Company. The
research team con-
sisted of five academics from the areas of business strategy and
organization
design and five McKinsey consultants (with one possessing a
doctorate and
two in the process of obtaining one).
Three criteria guided sample selection. First, we wanted to
study firms
confronting new strategic challenges or opportunities—either
because of firm
or industry newness or because of changes in their
environments. Second, we
wanted to have access to longitudinal information about the
strategies and orga-
nization designs of those companies—either from extensive
public records or
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45. Strategy from the Inside Out: Building Capability-Creating
Organizations
direct access to top management: for 75% of our sample, we had
both. Third, we
wanted to have diversity across the sample hoth in firm size,
and industry uncer-
tainty. A total of 22 firms or independent profit centers of firms
were studied.
These included ABB, ABB Norway, Aegon's Spaarbeleg Van
Nierop unit, Ama-
zon.com, Citigroup's Global Relationship Bank, Degussa AG,
Delphi Automotive,
E.I. DuPont's Advanced Fibers Division, Hewlett-Packard, IBM,
IBM Europe,
Intel Architecture Labs, ISS of Denmark, Johnson Controls,
Lucent, Monsanto,
Nokia Networks, Nokia Terminals, Prortor & Gamble, Shana
Corp., Willamette,
and Xerox.
The researchers employed both primary and secondary data
sources. For
each firm an exhaustive search of at least 5 years of newspaper,
magazine, trade
periodical, and book publications was conducted. The research
was structured
and focussed by a detailed research protocol. The research team
tracked the evo-
lution of strategic variables such as mission and goals,
competitive advantages,
resources, capabilities, and value chain strategy; and also of
organizational and
design factors such as formal and informal structure,
46. collaborative infrastructure,
social context, HR practices, and systems and processes.
Performance was
assessed whenever possible from financial and lOK reports.
Interviews were
conducted for most of the sample with upper-level managers of
the firm or tar-
get unit. Detailed case studies were then written about each
company or unit
and its historical evolution. These cases formed the basis for
our analysis.
In a series of six one- to two-day meetings that took place over
several
months, members of the research team gathered to identify
patterns in the data.
Specifically, they looked at why and how resources,
capabilities, and competitive
advantages emerged; what were the design levers behind (or
thwarting) those
capabilities; and, where possible, what were the (often
qualitative) performance
implications of these developments.
Notes
The strategy literature of the past 20 years argues that there are
two essential
sources of competitive advantage—that from market position
and that from core
capabilities. The first school, epitomized by Michael Porter and
his followers,
focuses on seizing market opportunities and creating positioning
advantage. See
Michael Porter, Competitive Analysis (New York, NY: Free
Press, 1980); Michael
Porter, "What Is Strategy?" Harvard Business Review, 74/6
47. (November/December
1996): 61-78. Companies, for example, may differentiate
themselves in the mar-
ketplace in a unique, customer-pleasing fashion. Coca-Cola,
Disney, and Colgate
do this with unexcelled brands; Tiffany, Virgin, and LVMH
with inimitable image
and style. The second school concentrates on the valuable
resources needed to
sustain competitive advantage. See Gary Hamel and C.K.
Prahalad, Competing for
the Future (Boston, MA: Harvard Business School Press, 1994);
Jay Barney, "Pirm
Resources and Sustained Competitive Advantage," Joumal of
Management. 17/1
(March 1991): 99-120; David Teece, G. Pisano, and A. Shuen,
"Dynamic Capabili-
ties and Strategic Management," Strategic Management Journal,
18/7 (August 1997):
509-533; Birger Wemerfelt, "A Resource-Based View of the
Firm," Strategic Man-
agement Joumal, 5/2 (April/June 1984): 171-180; Danny Miller
and Jamal Sham-
sie, "The Resource-Based View of the Firm in Two
Environments," Academy of
CALIFORNIA MANAGEMENT REVIEW VOL. 44, NO. 3
SPRING 2002 53
Strategy from the Inside Out: Building Capability-Creating
Organizations
Management Joumal, 39/3 (June 1996): 519-543. At Toyota,
Merck, and 3M these
48. resources and capabilities take the form of vital patents,
proprietary processes, and
subtle capabilities impossible—or illegal—for rivals to imitate.
That is what gives them
their value. Both schools, full of insights as they are, fall short
of telling managers
how to develop the distinctive resources required to compete.
2. Ibid.
3. Ibid.
4. Ibid.
5. Such virtuous cycles operate both within a firm and in its
relationship to the
marketplace. Brian Arthur ["Competing Technologies and Lock-
in by Historical
Events," working paper. International Institute for Applied
Systems Analysis,
Laxenburg Austria, 1983] has identified a "law of increasing
returns" whereby the
initial popularity of a product or technology gives it an
enduring edge over rival
products, even if the latter are superior. Popularity is argued to
create advantages
that breed more popularity. The Microsoft operating system, for
instance, had
more adherents than competing systems, and so applications
developers designed
for it—making the operating system even more desirable to end-
users. The related
phenomenon of "path dependence" may create a similar cycle
inside an organiza-
tion. For example, an initial capability and the resources ahd
knowledge it brings
advances a company to a stage on the evolutionary path that
cannot be reached
49. by competitors with less experience. See I. Dierickx and K.
Cool, "Asset Stock
Accumulation and the Sustainability of Competitive
Advantage," Management
Science, 35/12 (December 1989): 1504-1513. Such capability
accumulation sus-
tains competitive advantage wherever rivals cannot skip stages
or take shortcuts
in developing capabilities.
6. Jay Galbraith, "ISS," case study prepared for McKinsey &
Company, 2000.
7. Our bias is to view strategy from the inside out. That is, the
organization must
determine how it is or can be superior to its competitors; and
then it needs to find
a niche that will value those differences. A company may be
quite adept at posi-
tioning itself according to market factors such as competitive
and supply chain
challenges and customer demands. However, unless this
positioning involves
satisfying a need or niche that exploits a firm's unique and
superior capabilities,
competitive advantage will not accrue; rivals would appropriate
the profits.
8. Galbraith, op. cit.
9. See Danny Miller, The Icarus Paradox (New York, NY:
HarperBusiness, 1990);
Clayton Christensen, The Innovator's Dilemma (New York, NY:
HarperBusiness,
1997).
50. 10. For more about learning, see Peter Senge, The Fifth
Discipline (New York, NY:
Doubleday, 1990).
11. Tbe new forms of design are described more fully in R.
Eisenstat, N. Foote,
J. Galbraith, and D. Miller, "Beyond the Business Unit,"
McKinsey Quarterly,
1 (January 2001): 54-63; R. Ashkenas et al.. The Boundaryless
Organization (San
Francisco, CA: Jossey-Bass, 1995).
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