competencies (5)

Sustainable, superior returns accrue to companies that focus on what they do best. It is that simple. Yet it is incredibly hard to Business-CApabilities-Coherence-300x189.jpg?profile=RESIZE_710xinternalize. 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.

These companies are called coherent.

Most companies do not pass the coherence test b

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Formulating a Capabilities-Driven Strategy (CDR) is easy, but the execution is difficult, especially in turbulent times. This is not the time toCapabilities-Driven-Strategy-300x200.jpeg?profile=RESIZE_710x 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.

Companies need to take care or build those capabilities that are genuinely needed and not those that do not serve our customers. Capabilities do no

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Born to Star

Latest Secrets for Startup Success

When Vision Master and Execution Master Meet

Published by Intelliversity,
a 501(c)3 not-for-profit LLC

www.IntelliversityCampus.org

Introduction


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.

Your innovative business can grow in the same explosive way. This eBook holds the secret for igniting that kind

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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

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Two Fundamental Paradigms

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.

Porter’s arguments are drawn from the work of organizational economists who place the

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