I am still reading “What is Strategy?” (“What is Strategy,” Harvard Business Review November-December 1996, Michael E. Porter) and this post continues from a previous post, “What is Strategy? Not Operational Effectiveness,” that reviewed the first section of the article “Operational Effectiveness Is Not Strategy.” The premise is that if your strategy is to just be efficient it will cause you to take your eye off delivering value and will open you to being displaced by competitors.
The next section of this article, “Strategy Rests on Unique Activities,” leads us to define strategic positioning and also the framework of what is strategy.
In an effort to define strategic positioning, Porter looks at three distinct sources which are not mutually exclusive and often overlap.
Using the construct that you need a tailored set of activities to identify your position, he goes on to define strategy as…
The article gives some great examples at how various companies, like Southwest Airlines have identified their strategic position and have aligned and execute the activities required to achieve that position. The next section, “A Sustainable Strategic Position Requires Trade-offs,” will help us understand the trade-offs that need to be considered to be sustainable. Image source: Teaching and Developing Online. |
|
| If you enjoyed this post, please leave a comment or subscribe to the feed to receive future updates. You can also follow me on Twitter. Tell other people about this post. |
Related Posts:
I am still reading “What is Strategy?” (“What is Strategy,” Harvard Business Review November-December 1996, Michael E. Porter) and this post continues from a previous post, “
