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Capabilities Driven Mergers & Acquisitions – Capabilities Roadmapping, part 3 of 5

Strategy Driven

His work primarily focuses on assisting clients with growth strategy, new business development, and industry restructuring. In addition, he deals with value chain and industry restructuring driven by technology changes, and how companies respond to these disruptions and opportunities. Copyright 2007-2011 by StrategyDriven, Inc.

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Capabilities Driven Mergers & Acquisitions – Integrating Capabilities, part 4 of 5

Strategy Driven

His work primarily focuses on assisting clients with growth strategy, new business development, and industry restructuring. In addition, he deals with value chain and industry restructuring driven by technology changes, and how companies respond to these disruptions and opportunities. Copyright 2007-2011 by StrategyDriven, Inc.

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Capabilities Driven Mergers & Acquisitions – The Path to Coherence, part 2 of 5

Strategy Driven

His work primarily focuses on assisting clients with growth strategy, new business development, and industry restructuring. In addition, he deals with value chain and industry restructuring driven by technology changes, and how companies respond to these disruptions and opportunities. Copyright 2007-2011 by StrategyDriven, Inc.

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Capabilities Driven Mergers & Acquisitions – The New Meaning of Scale, part 1 of 5

Strategy Driven

His work primarily focuses on assisting clients with growth strategy, new business development, and industry restructuring. In addition, he deals with value chain and industry restructuring driven by technology changes, and how companies respond to these disruptions and opportunities. Copyright 2007-2011 by StrategyDriven, Inc.

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Capabilities Driven Mergers & Acquisitions – Advantaged Capabilities, part 5 of 5

Strategy Driven

His work primarily focuses on assisting clients with growth strategy, new business development, and industry restructuring. In addition, he deals with value chain and industry restructuring driven by technology changes, and how companies respond to these disruptions and opportunities. Copyright 2007-2011 by StrategyDriven, Inc.

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Recommended Resources – An Interview with Paul Leinwand and Cesare Mainardi, authors of The Essential Advantage

Strategy Driven

In addition, we believe that your starting point for strategy development is what you are already great at, rather than studying the industry and market for opportunities. Is it more important to consider capabilities when you develop a strategy now than it was, say, five years ago? SD : Why now? What do most companies do instead?

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Followership : Blog | Executive Coaching | CO2 Partners

CO2

Effective followership plays such an important role in the development of future leadership skills that freshman at all the United States service academies (the Air Force Academy, West Point, Annapolis, and the Coast Guard and Merchant Marine Academies) spend their first year in formal follower roles.