Strategy Driven

MARCH 18, 2011

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?

Resources 51

Resources Industry System Strategy 51

Harvard Business Review

JANUARY 3, 2011

Focus on capabilities rather than just fixed assets: Fixed assets, including brands, are more difficult to leverage across diverse businesses and tend to expire, become obsolete, or give way to related services. Define precisely how your way to play adds value for your chosen customers (e.g.,

Strategy 16

Strategy Fixed Assets Competitive Advantage Long-term 16

Harvard Business Review

JANUARY 29, 2018

To help business leaders better understand industry disruption, we developed an index that measures an industry’s current level of disruption as well as its susceptibility to future disruption. For the latter, we measured incumbents’ operational efficiency, commitment to innovation, and defenses against attack.

Industry 8

Industry Fixed Assets Retail Market Penetration 8

Harvard Business Review

DECEMBER 9, 2015

Yet the determinants of its successful development are far from established or well understood. What about spillover gains tied to foreign direct investment, joint ventures, and other ties to developed countries? There was also a slowdown in TFP after the mid 1990s. In 2005, the OECD estimated that annual TFP growth averaged 3.7%

GDP 8

GDP Human Capital Fixed Assets Efficiency 8