An organization can outperform rivals only if it can establish a difference that it can preserve.
Organizations must be flexible to respond rapidly to competitive market changes. They must benchmark continuously to achieve best practice. They must outsource aggressively to gain efficiencies. And they must nurture a few core competences in the race to stay ahead of rivals.
Positioning, is rejected as too static for today’s dynamic markets and changing technologies. According to the new rules, rivals can quickly copy any market position, and competitive advantage is, at best, temporary. These beliefs are dangerous half-truths, and they are leading more and more organizations down the path of mutually self-leveling and destructive competition.
The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many organizations have been frustrated with their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions.
We navigate our customers to view what they do uniquely, define their mission and objectives, scan the environment, formulate a best fit strategy, implement and evaluate.
AppliedTechonomics helps our customers focus on the essence of strategy: Choosing to perform activities differently than rivals do.
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