competencies - Blog - Global Risk Community2024-03-28T15:23:57Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/competencies3 Key Skills To Succeed as An Independent Consultanthttps://globalriskcommunity.com/profiles/blogs/3-key-skills-to-succeed-as-an-independent-consultant2023-04-12T19:00:18.000Z2023-04-12T19:00:18.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p> </p><p class="MsoNormal"><a href="{{#staticFileLink}}11027130453,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}11027130453,RESIZE_710x{{/staticFileLink}}" width="710" alt="11027130453?profile=RESIZE_710x" /></a>A number of business professionals choose independent consulting over corporate employment each year. For them, a career in independent consulting means a flexible schedule, the opportunity to be their own boss, and the fulfillment of their complete potential. For some people, independent consulting involves utilizing their genuine skills.</p><p></p><p class="MsoNormal">Independent consultants provide consulting services independent of a consulting firm. They utilize their own experience to assist an individual or organization in <a href="https://flevy.com/browse/flevypro/management-consulting-problem-solving-process-1690">solving problems</a> or achieving objectives more efficiently and effectively.</p><p></p><p class="MsoNormal">There are a number of additional reasons why an individual may decide to engage in independent consulting:</p><p></p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>Lack of confidence in one's ability to influence the business world.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>A desire to increase earnings.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>The feeling of having no influence over one's existence.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>Absence of opportunities for <a href="https://flevy.com/browse/flevypro/personal-development-action-plan-2220">personal growth and skill improvement</a>.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>A sense of insignificance as a member of the team.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>Dismissal or unemployment.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>An ambition to launch personal business or become an entrepreneur.</p><p></p><p class="MsoNormal">However, the majority of newcomers to independent consulting lack the essential knowledge and skill sets for success; as a result, the 5-year failure rate for independent consultants is approximately 85%. Such high failure rates among independent consulting industry newcomers necessitate a reevaluation of the industry's success factors.</p><p></p><p class="MsoNormal">To be successful as a freelance consultant, one must master the three essential skills comprising the Success Triangle:</p><p></p><p class="MsoListParagraphCxSpFirst" style="text-indent:-0.25in;"><span><span>1.<span style="font:7pt 'Times New Roman';"> </span></span></span><strong>Consulting Skills</strong>:<span> </span>These competencies qualify a professional for <a href="https://flevy.com/browse/flevypro/corporate-entrepreneurship-program-development-5414">entrepreneurship</a>. Interpersonal abilities, Project Management, Data Analysis, Structured & Technical Writing, and <a href="https://flevy.com/browse/flevypro/the-innovation-process-3625">Innovation</a> are fundamental consulting skills.</p><p></p><p class="MsoListParagraphCxSpMiddle" style="text-indent:-0.25in;"><span><span>2.<span style="font:7pt 'Times New Roman';"> </span></span></span><strong>Business Skills</strong>: <span> </span>These skills, such as Strategic Development, Financial Planning, Management, and <a href="https://flevy.com/browse/flevypro/6-pillars-of-talent-management-5271">Talent Management</a>, are essential for commencing a career as an independent consultant.</p><p></p><p class="MsoListParagraphCxSpLast" style="text-indent:-0.25in;"><span><span>3.<span style="font:7pt 'Times New Roman';"> </span></span></span><strong>Technical Skills:</strong> <span> </span>These skills are just as important for an independent consultant as Business Strategies, Market Research, Competitor Analysis, <a href="https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738">Strategic Planning</a>, Diagnosis, and Risk Analysis and Mitigation.</p><p></p><p class="MsoNormal"><a href="{{#staticFileLink}}11027141273,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}11027141273,RESIZE_710x{{/staticFileLink}}" width="710" alt="11027141273?profile=RESIZE_710x" /></a></p><p class="MsoNormal">Prior to beginning autonomous consulting, rarely will a person possess equal proportions of all three competencies. Some professionals are competent in two of these skills, which compensates for their lack of proficiency in the third. For long-term success, each of these three competencies must be carefully considered and thoroughly mastered.</p><p></p><p class="MsoNormal">The three essential competencies form the basis of the Success and Consulting Triangles.</p><p></p><p class="MsoListParagraphCxSpFirst" style="text-indent:-0.25in;"><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>The <strong>Success Triangle</strong> implies that the three essential competencies of Technical, Consulting, and Business must be given equal weight. <span> </span></p><p></p><p class="MsoListParagraphCxSpLast" style="text-indent:-0.25in;"><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>The <strong>Consulting Triangle</strong>, however, pronounces consulting as a profession, a process, and a business. Independent consultants must therefore possess or rapidly acquire technical, consulting, and business skills.</p><p></p><p class="MsoNormal">Combining the Success and Consulting Triangles facilitates the mapping of a consultant's expertise in three crucial areas. Enclosing the triangles within a circle facilitates the proficiency evaluation of each competency. This configuration is known as the <a href="https://flevy.com/browse/flevypro/consulting-competencies-circle-ccc-6983">Consulting Competency Circle</a>.</p><p></p><p class="MsoNormal">The Consulting Competencies Circle framework aids in determining a business professional's readiness for independent consulting. A scale for each skill set included in the Consulting Competency Circle facilitates the evaluation of a consultant's strengths and weaknesses and helps to approximate his or her proficiency and level of expertise in the three competency domains.</p><p></p><p class="graf">Interested in learning more about the Consulting and Success Triangles? You can download <a href="https://flevy.com/browse/flevypro/consulting-competencies-circle-ccc-6983" target="_blank">an editable PowerPoint presentation on Consulting Competencies Circle (CCC) here </a>on the <a href="https://flevy.com/browse" target="_blank">Flevy documents marketplace</a>.</p><p></p><p class="graf"><strong>Do You Find Value in This Framework?</strong></p><p></p><p class="graf">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library" target="_blank">FlevyPro Library</a>. <a href="https://flevy.com/pro" target="_blank">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</p><p></p><p class="graf">For even more best practices available on Flevy, have a look at our top 100 lists:</p><p></p><ul type="disc"><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/consulting" target="_blank">Top 100 Consulting Frameworks</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/strategy" target="_blank">Top 100 in Strategy & Transformation</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/organization" target="_blank">Top 100 in Organization & Change</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/digital" target="_blank">Top 100 in Digital Transformation</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/opex" target="_blank">Top 100 in Operational Excellence</a><p></p></li></ul><p class="MsoNormal"></p><p> </p><p> </p></div>Taking the High Road to Competition: Achieve Business Capabilities Coherencehttps://globalriskcommunity.com/profiles/blogs/taking-the-high-road-to-competition-achieve-business-capabilities2019-12-20T06:30:00.000Z2019-12-20T06:30:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>Sustainable, superior returns accrue to companies that focus on what they do best. It is that simple. Yet it is incredibly hard to <a href="http://flevy.com/blog/wp-content/uploads/2019/03/Business-CApabilities-Coherence-300x189.jpg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/03/Business-CApabilities-Coherence-300x189.jpg?profile=RESIZE_710x" width="300" class="align-right" alt="Business-CApabilities-Coherence-300x189.jpg?profile=RESIZE_710x" /></a>internalize. It is a rare company that focuses on what we do better than anyone in making every operating decision across every business unit and product line. Rarer still is the company that has aligned its differentiating internal capabilities with the right external market position.</p><p>These companies are called coherent.</p><p>Most companies do not pass the coherence test because they succumb to intense pressure for top-line growth. They chase business in markets where they do not have the capabilities to sustain success. Being coherent allows our companies to establish our differentiated capabilities to achieve greater profitability and market leadership.</p><p>Coherence is achieved when a capabilities system supports a focused strategic purpose, otherwise known as a <a href="https://flevy.com/browse/flevypro/capabilities-driven-strategy-cds-3677">Capabilities-Driven Strategy (CDS)</a>.</p><h3><strong>Capabilities Coherence Framework</strong></h3><p>Any company in any market must carefully consider its external market positioning and its internal capabilities (i.e. <a href="https://flevy.com/business-toolkit/core-competencies">Core Competencies</a>). However, for the company to maximize its chances of success, it must have in place a "coherent" set of Business Capabilities.</p><p>Specifically, Competitive Advantage is achieved when <a href="https://flevy.com/business-toolkit/value-creation">Value Creation</a>, Capabilities System, and Product & Service Fit are aligned. This concept is outlined in the <a href="https://flevy.com/browse/flevypro/business-capabilities-coherence-3704">Capabilities Coherence Framework</a>.</p><p><a href="http://flevy.com/blog/wp-content/uploads/2019/03/1st-slide-Business-Capabilities-Coherence-1024x768.png" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/03/1st-slide-Business-Capabilities-Coherence-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="1st-slide-Business-Capabilities-Coherence-1024x768.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Value Creation. </strong>Are we clear about how we choose to create value in the market place?</li></ol><ol start="2"><li><strong>Capabilities System. </strong>Have we articulated those capabilities that we do uniquely better than anyone else?</li></ol><ol start="3"><li><strong>Product Fit. </strong>Do most of the products and services we sell fit with our capabilities system?</li></ol><p>Understanding our Value Creation, Capabilities System, and Product Fit requires our company to go through a simple diagnostic that will determine whether our company is going off the rails.</p><h3><strong>The Pfizer Case Study: A Showcase of Coherence in Action</strong></h3><p>The consumer health care business of Pfizer is a good example of capabilities coherence. After its back to back acquisitions of Warner-Lambert and Pharmacia in the early 2000s, the pharmaceutical giant owned several leading consumer products: Listerine, Benadryl, Sudafed, Nicorette, and Rogaine.</p><p>In 2002, Pfizer set the goal of becoming a leader in global consumer health care. A capabilities lens was applied to the business. Let us look at the market conditions that prompted Pfizer to take on this strategic direction.</p><p>Pfizer was faced with a market that was highly fragmented and no player enjoyed more than 5% share globally. Competition was stiff as there were mass retailers enjoying alternatives to brand name drugs. Country by country regulations were tight pulling the overall growth to a very low level.</p><p>To gain headway in the market and remain in the lead where competition is stiff, Pfizer realized the need to take the giant step to coherence guided by the 3 Principles of Value Creation, Capabilities System, and Product Fit. When coherence in capabilities was achieved, breakthroughs were reached leading Pfizer to greater profitability.</p><p>By 2006, Pfizer was able to grow its Consumer Healthcare to nearly $4 billion in annual sales. The company redeemed the value by selling the business to Johnson & Johnson 20x EBITDA. This is a basic example of coherent companies that gain superior financial performance. Beyond the result is the approach. Pfizer was able to take on the high road to achieving <a href="https://flevy.com/browse/flevypro/business-capabilities-coherence-3704">Business Capabilities Coherence</a> in the road called Competition.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/business-capabilities-coherence-3704">Business Capabilities Coherence</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/business-capabilities-coherence-3704">editable PowerPoint about <strong>Business Capabilities Coherence</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Capabilities-Driven Strategy: The Key to Getting your Growth Strategy Righthttps://globalriskcommunity.com/profiles/blogs/capabilities-driven-strategy-the-key-to-getting-your-growth2019-12-04T06:30:00.000Z2019-12-04T06:30:00.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p>Formulating a <a href="https://flevy.com/browse/flevypro/capabilities-driven-strategy-cdr-3677">Capabilities-Driven Strategy (CDR)</a> is easy, but the execution is difficult, especially in turbulent times. This is not the time to<a href="http://flevy.com/blog/wp-content/uploads/2019/03/Capabilities-Driven-Strategy-300x200.jpeg" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/03/Capabilities-Driven-Strategy-300x200.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="Capabilities-Driven-Strategy-300x200.jpeg?profile=RESIZE_710x" /></a> find a cave and hibernate until the economic storm passes. It is unlikely that the storm will pass anytime soon. Capabilities-Driven Strategy is the only way to remain equipped for perpetually stormy weather.</p><p>Companies need to take care or build those capabilities that are genuinely needed and not those that do not serve our customers. Capabilities do not manifest themselves overnight. They take time to grow. But companies who have mastered the art of developing and implementing a Capabilities-Driven Strategy have grown to develop the world’s leading brands. Distinctive capabilities--i.e. <a href="https://flevy.com/business-toolkit/core-competencies">Core Competencies</a>--have been used to propel them to reach operational and business excellence.</p><h3><span style="font-size:12pt;"><strong>What is a Capabilities-Driven Strategy?</strong></span></h3><p>A capabilities-driven approach to strategy allows companies to become coherent. This leads companies to achieve scale by applying their distinctive capabilities throughout the entire company. Instituting a Capabilities-Driven Strategy requires articulation of capabilities that help companies succeed in the key market.<br /> The bulk of the company’s support should then focus on these capabilities. This can be achieved by taking on a <a href="https://flevy.com/browse/flevypro/capabilities-driven-strategy-cdr-3677">3-phase Approach to Capabilities-Driven Strategy</a>.</p><h3><span style="font-size:12pt;"><strong>The 3-phase Approach to Capabilities-Driven Strategy</strong></span></h3><p><a href="https://flevy.com/browse/flevypro/capabilities-driven-strategy-cdr-3677" target="_blank"><img src="http://flevy.com/blog/wp-content/uploads/2019/03/1st-slide-Capabilities-Driven-Strategy-1024x768.png?profile=RESIZE_710x" width="750" class="align-full" alt="1st-slide-Capabilities-Driven-Strategy-1024x768.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Identify Capabilities</strong><br /> Phase 1 starts by identifying the drivers of demand in your market. It is essential to identify capabilities that could meet expectations and satisfy our customers.</li></ol><ol start="2"><li><strong>Build Capabilities</strong><br /> Building capabilities are the next critical phase underlying the Capabilities-Driven Strategy. Phase 2 looks into the building up of complementary, reinforcing capabilities vital in our capacity to execute and deliver.</li></ol><ol start="3"><li> <strong>Divest Business</strong><br /> Divesting business is the 3rd phase of Capabilities-Driven Strategy that requires a thorough analysis of our capabilities and actions. We can either streamline or sell our businesses. What we have – our capabilities play a vital role in this decision that we have to make.</li></ol><p>Whatever decision our company takes, what is essential is to have the foresight to anticipate future industry dynamics and customer needs.</p><h3><span style="font-size:12pt;"><strong>What Makes Starbucks Stand Out</strong></span></h3><p>Starbucks is the world’s most iconic brand and known for ambiance in its retail stores. Strategically, Starbucks used its distinctive capabilities to be the purveyor of the “third place” for conviviality. To achieve this means being the center for human activity after home and work.</p><p>Starbucks has to identify its distinctive capabilities before being able to use it strategically. Starbucks has stewardship over a globally available consumer experience. It can distinctively deliver its products and service, as well as design and develop a premium product line. Starbucks is known for recruiting and managing a cadre of dedicated employees.</p><p>Summing it all up allows Starbucks to develop the Capabilities-Driven Strategy that will establish itself as the purveyor of the “third place” for conviviality.</p><p>Distinctive capabilities are effective tools that companies can use to connect where they aim to go and what they can accomplish. Starbucks was able to effectively use these tools to lead them to where they want to go and be. The journey can be a challenge for each and every company. We can all be like Starbucks. We just need to have a good grasp of what we have and what we are capable of doing. This can make a big difference between becoming what we aim for and just being content with where we are now in the midst of uncertainty.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/capabilities-driven-strategy-cdr-3677">Capabilities-Driven Strategy (CDR)</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/capabilities-driven-strategy-cdr-3677">editable PowerPoint about <strong>Capabilities-Driven Strategy (CDR)</strong> here</a> on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Born to Star: Latest Secrets for Startup Successhttps://globalriskcommunity.com/profiles/blogs/born-to-star-latest-secrets-for-startup-success2016-08-11T14:22:01.000Z2016-08-11T14:22:01.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p></p><p></p><p><a href="{{#staticFileLink}}8028249077,original{{/staticFileLink}}"><img width="450" class="align-center" src="{{#staticFileLink}}8028249077,original{{/staticFileLink}}" height="303" alt="8028249077?profile=original" /></a></p><p></p><h2 style="text-align:center;" class="center"><strong>Born to Star</strong><br /></h2><h2 style="text-align:center;" class="center"><strong>Latest Secrets for Startup Success</strong><br /></h2><h2 style="text-align:center;" class="center"><strong>When Vision Master and Execution Master Meet</strong></h2><h2 style="text-align:center;" class="center"></h2><h2 style="text-align:center;" class="center">Published by Intelliversity,<br />a 501(c)3 not-for-profit LLC</h2><h2 style="text-align:center;" class="center"><a href="http://www.IntelliversityCampus.org">www.IntelliversityCampus.org</a></h2><p></p><p style="text-align:center;"></p><p style="text-align:center;"><span class="font-size-3">Introduction</span></p><p><br /><span class="font-size-3">Essential elements are drawn together by mutual attraction. When they hit critical mass, boom! A star is born. A star expands as more essential elements are drawn in, glowing brightly and nurturing life.</span></p><p><span class="font-size-3">Your innovative business can grow in the same explosive way. This eBook holds the secret for igniting that kind of growth. In it, we will demonstrate that as a Vision Master, you need the magic of a specific, essential element to maximize your chances of success. It’s all about making your startup idea the star it’s meant to be.</span></p><p><br /><span class="font-size-3">Why do we assert this insight and this eBook so valuable, so imperative? Two answers: One, the odds of successfully raising funds goes up dramatically when you implement this insight. Two, the odds of success for your business itself increases substantially. We think these are compelling arguments for you to explore this insight and adopt it.</span></p><p><br /><span class="font-size-3">The alternative is slow growth or no growth, and then obscurity. Not at all what you envisioned.</span></p><p></p><p><span class="font-size-3">You can download for free this excellent ebook below:</span></p><p></p><p><span class="font-size-3"><a href="{{#staticFileLink}}8028249086,original{{/staticFileLink}}">Born-to-Star-1.pdf</a></span></p><p></p><p></p><p></p></div>Challenges to the Small and Medium Size Enterprises (SMEs) - Lessons from the Delta Modelhttps://globalriskcommunity.com/profiles/blogs/challenges-to-the-small-and-medium-size-enterprises-smes-lessons2015-03-17T05:00:00.000Z2015-03-17T05:00:00.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p style="text-align:center;"><a href="{{#staticFileLink}}8028229895,original{{/staticFileLink}}"></a><img width="750" class="align-center" src="{{#staticFileLink}}8028229465,original{{/staticFileLink}}" alt="8028229465?profile=original" /></p><p align="left" style="text-align:left;">Most of what I have discussed about the Delta Model in previous presentations in this forum applies without much adaptation to any kind of organization. After all, every firm, regardless of its nature and specific circumstances, has customers and competencies – the two pillars of the Delta Model. However, there are two types of organizations that, because of their importance and singularity, deserve special attention. They are the small- and medium-sized enterprises (SMEs) and the not-for-profit organizations (NFPs). I will devote in this presentation to the analysis of these institutions, examining what lessons can be derived if we approach them from the perspective of the Delta Model.</p><p style="text-align:left;"></p><p style="text-align:left;"><span class="font-size-3">The Importance of SMEs</span></p><p align="left">There is no uniform and widely accepted definition of what constitutes an SME. The standards vary from country to country. Typically, SMEs are defined by an upper limit in the headcount and/or the sales revenues. An agreement is emerging, particularly within the United States, to classify a company as small if it has less than 50 employees and medium if the headcount is below 250. This gives you a sense of what kind of organization I am addressing here.</p><p align="left"></p><p align="left">Regardless of its definition, we know that the overall impact of SMEs is overwhelmingly large. Uniformly, 95–99% of the total companies in any country are SMEs; they employ between 40% and 60% of the workers; and they contribute between 40% and 50% of the GDP. In addition, they play a central role as a leading source of innovation and creativity. For these considerations, we feel the SMEs deserve special treatment.</p><p align="left"></p><p align="left"><span class="font-size-3">The Challenges of Managing SMEs</span></p><p align="left">We believe that the Delta Model can guide us in defining a successful strategy for SMEs by looking at how an SME can adopt each of the strategic positions represented in the Triangle. It may seem odd that most of the examples that I have used when I teach the Delta Model are large, successful companies. I do this for two reasons. First, at one point, all companies were small, and it is interesting to understand how our chosen examples were able to make the successful transition from very embryonic companies to the large organizations they became. Second, we want to use companies that are universally well known to greatly simplify the communication process.</p><p align="left"></p><p align="left">You can download the PowerPoint presentation in the bellow link:</p><p align="left"></p><p align="left"><a href="{{#staticFileLink}}8028230263,original{{/staticFileLink}}">DeltaModel_Challenges%20SMEs_20.pdf</a></p><p align="left"></p><p align="left">If you need to implement the Delta Model in your organization, please contact me at: <a href="mailto:suarezenrique@yahoo.com">suarezenrique@yahoo.com</a> and I will send you the full Delta Model Executive Training Program so that your company can discover new sources of profitability in a networked economy.</p><p align="left"></p><p align="left"></p><p></p></div>The Delta Model -- Toward a Unified Framework of Strategyhttps://globalriskcommunity.com/profiles/blogs/the-delta-model-toward-a-unified-framework-of-strategy2015-03-12T14:00:00.000Z2015-03-12T14:00:00.000ZEnrique Raul Suarezhttps://globalriskcommunity.com/members/EnriqueRaulSuarez<div><p><a href="{{#staticFileLink}}8028229677,original{{/staticFileLink}}"><img width="750" height="561" class="align-center" style="width:751px;height:549px;" src="{{#staticFileLink}}8028229677,original{{/staticFileLink}}" alt="8028229677?profile=original" /></a></p><p style="text-align:center;"><span style="color:#888888;">Two Fundamental Paradigms</span></p><p style="text-align:center;"></p><p>In spite of the enormous proliferation of competing schemes in the business strategy literature, there are two fundamental paradigms that have emerged as the most influential in the last two decades. First, Competitive Positioning, as proposed by Michael Porter from the Harvard Business School in the 1980’s, and, second, the Resource-Based View of the firm that evolved during the 1990’s.</p><p>Porter’s arguments are drawn from the work of organizational economists who place the industry as the central focus of strategic attention. According to Porter’s framework, structural characteristics of a firm’s industry best explain variations in firm performance. In other words, Porters sees good industries, such as pharmaceuticals, where most players enjoy high margins; he also sees bad industries, such as trucking, where most participants suffer from low profitability.</p><p>In contrast, Arnoldo C. Hax and Dean L. Wilde II have developed a new strategy framework that they called the Delta Model – Delta being the Greek letter that stands for transformation and change.</p><p>They felt that the new technology surrounding the internet provides novel and effective ways to link to the customer and to the extended enterprise, opening up new sources of strategic positioning that should be properly evaluated.</p><p>They strongly belief that the Delta Model has the ability to complement the perspectives of Porter’s frameworks and the Resource-Based View of the Firm and provide the integrative glue that may result in one unified strategy framework.</p><p>I will now briefly describe the three frameworks which is not intended to be exhaustive. I will deal with the frameworks at a level sufficient for the reader to understand the implications of our claim regarding unification.</p><p></p><p><a href="{{#staticFileLink}}8028229856,original{{/staticFileLink}}">The%20Delta%20Model%20--%20Toward%20a%20Unified%20Framework.pdf</a></p></div>