Blog

The 3C Model was introduced in 1982 by organizational theorist and Japanese Strategy expert Dr. Kenichi Ohmae. This concept was expounded upon in his book entitled "The Mind of the Strategist: The Art of Japanese Business."

The Ohmae 3C model, also known as "the Strategic Triangle," assists in developing the fundamental components of the Business Strategy of an organization.

Ohmae's viewpoints emerged from his comprehensive understanding of the international business landscape and his substa

In the 1980s, Michael Porter emerged as a notable proponent of the market-based positioning methodology as a means to achieve strategic competitive advantage.  As technology advances, there is a heightened level of competition, workplace cultures evolve, and employees acquire greater expertise in crafting exceptional value propositions.

A multitude of scholars and researchers have put forth alternative frameworks in an effort to achieve Profitability and sustainable competitive advantage.  Rumel

A business is sustainable if it continues to grow. However, it is hard for any business owner to estimate the firm's growth in a year or during a certain time period. Likewise, it is challenging for leaders to imagine the following scenarios:

• How much growth does their company require?
• Should sales growth or margin expansion take precedence? How can the two be reconciled?
• How can true growth be achieved?

Sustainable growth necessitates a Capabilities-driven Strategy (CDS) as opposed to conventiona

Different tactics are used by organizations to gain competitive advantage and outperform rivals. Positions, assets, and economies of scale have historically been used by top multinational companies with a wide range of product or service offerings as sources of competitive advantage.

Today's top business players pursue competitive advantage in a totally different way. Critical competencies are being used by market leaders today to outbid their competitors. They place more of an emphasis on develo

Automation has a substantial influence on improving Operational Excellence and Decision Making. Executives' strategic decision-making abilities are being enhanced by Machine Learning (ML) in an increasing number of firms nowadays.

Global research done by MIT Sloan Management Review in collaboration with Google, involving 4,700 CEOs and a number of Key Informant Interviews, indicates that ML is increasingly transforming how firms generate and analyze value. This is largely due to the capacity of

Companies, particularly those in the technology sector, used to invest a substantial amount of time, effort, and cash to innovate and establish a Competitive Advantage based on their design and engineering.

Integration of design and technical expertise via the development of high-tech manufacturing and design tools has simplified the Innovation and Production processes. Consequently, new entrants may now exploit readily and affordably accessible technical knowledge and resources to expedite the c

Disruptive change has put a tremendous strain on organizations and their IT departments.  The capabilities of the IT talent is declining due to inadequate technical education and aging workforce.  Legacy systems and diverse IT applications are frequent across most organizations.  Mergers and Acquisitions have become a norm, pushing vendors to form alliances.  Mobile devices, tablets, and social media have been quite common across employees of almost all organizations.  Cloud Computing and softwa

Customary practice to Capital Budgeting for satisfying needs of Information Technology development and support pursues a fragmented process and considers requests as stand-alone projects, each with its particular business justification.

The approach bases most of the capital allocation on historical expenditure patterns and financial projections.  It handicaps the underlying Enterprise Architecture making it inflexible and layered with unnecessary complexity.  The practice results in inferior out

Majority of pharmaceutical companies are persisting with decade old processes and routines.  They have transactional relationships with suppliers, lack of concerted efforts to progress ahead, and no vision to reap productivity rewards.  The reasons for continuing with these traditional practices include tax regimes, regulatory hurdles, and stable revenues from customers dependent on existing industry offerings.

Disruption—spurred by technological Innovation, fluctuating customer demand patterns,

Employees with the right skills make or break an enterprise, create brand impression, represent the company’s culture and values.

Disruptive technology is changing the contemporary work environment.  Employees in traditional roles are now feeling insecure and disengaged.  This dissonance threatens to take away the Competitive Advantage of companies.

Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rest