Strategic management - Topics

Capital allocation across units that all claim twenty percent growth Goal cascading fails when the top level targets stay confidential Capital allocation is the clearest evidence of what a company's strategic leadership actually believes How much of strategic leadership is deciding what the company will not do Diversifying into a faster market rarely fixes a weak core business Strategy offsites that produce a deck nobody uses are a failure of strategic leadership When the strategy needs a capability the company neither has nor can buy Strategic leadership is a position and not a thinking style and the two get confused constantly A strategy that cannot name what you will stop doing is a wish list Long term bets versus quarterly earnings: the tradeoff that defines the job at the top Ambidexterity: running today's business while funding tomorrow's The resource-based view struggles for firms with no rare asset Cost leadership and differentiation collide when a firm tries both Porter's five forces still explains airline margins better than any dashboard Software advantages decay faster than the strategies that created them Annual planning cycles move slower than the markets they describe Deciding which customers to lose is the hardest part of strategy The strategy and execution gap is usually a resourcing problem Blue ocean strategy looks obvious in hindsight and impossible in advance SWOT analysis usually produces a list everyone already knew