Strategic Stretch - Revision history

Paulreed: /* Stretch without Risk */

2013-01-09T21:06:15Z

Stretch without Risk

← Older revision		Revision as of 15:06, 9 January 2013
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	*[[Acting Strategically]]		*[[Acting Strategically]]
	*[[Core Competency in Practice]]		*[[Core Competency in Practice]]
	*[[Strategic Positioning of MNE's]]		*[[Strategic Positioning for MNE's]]
	*[[Designing Performance Measures]]		*[[Designing Performance Measures]]
	<comments />		<comments />
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: /* Stretch without Risk */

2013-01-09T21:05:50Z

Stretch without Risk

← Older revision		Revision as of 15:05, 9 January 2013
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	*[[Acting Strategically]]		*[[Acting Strategically]]
	*[[Core Competency in Practice]]		*[[Core Competency in Practice]]
	*[[Strategic Positioning ~~ofr~~ MNE's]]		*[[Strategic Positioning of MNE's]]
	*[[Designing Performance Measures]]		*[[Designing Performance Measures]]
	<comments />		<comments />
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: /* Stretch without Risk */

2013-01-09T21:05:33Z

Stretch without Risk

← Older revision		Revision as of 15:05, 9 January 2013
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	From Strategy as Stretch and Leverage by [[author::Hamel]] and [[author::Prahalad]] HBR March-April 1993		From Strategy as Stretch and Leverage by [[author::Hamel]] and [[author::Prahalad]] HBR March-April 1993

			See also

			*[[Acting Strategically]]
			*[[Core Competency in Practice]]
			*[[Strategic Positioning ofr MNE's]]
			*[[Designing Performance Measures]]
	<comments />		<comments />
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: /* Stretch without Risk */

2012-09-22T01:21:37Z

Stretch without Risk

← Older revision		Revision as of 19:21, 21 September 2012
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	The essential element of the strategy frame is the aspiration that creates a chasm between resources and ambition and how its strives to close the gap. The notion as strategy as stretch helps to bridge the gap between those who see strategy as a grand plan and those who see strategy as a series of incremental decisions. On the one hand it can be strategy as stretch as design and strategy as stretch by incrementalism. Ultimately, it recognizes the essential paradox of competition: leadership cannot be planned for, but neither can it happen without a grand plan an well considered aspiration.		The essential element of the strategy frame is the aspiration that creates a chasm between resources and ambition and how its strives to close the gap. The notion as strategy as stretch helps to bridge the gap between those who see strategy as a grand plan and those who see strategy as a series of incremental decisions. On the one hand it can be strategy as stretch as design and strategy as stretch by incrementalism. Ultimately, it recognizes the essential paradox of competition: leadership cannot be planned for, but neither can it happen without a grand plan an well considered aspiration.

	From Strategy as Stretch and Leverage by [[author::Hamel]] and [[author::Prahalad]]		From Strategy as Stretch and Leverage by [[author::Hamel]] and [[author::Prahalad]] HBR March-April 1993


			<comments />
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 01:20, 22 September 2012

2012-09-22T01:20:51Z

← Older revision		Revision as of 19:20, 21 September 2012
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	===Recovering Resources: Expediting Success===		===Recovering Resources: Expediting Success===
	The time between the expenditure of the resource and their recovery is another source of leverage. Also the quicker the recovery the higher the resource multiplier. In the 1980,s and 1990;s Japan had a two-to-one developmental time advantage over the US. One way to expedite a recovery time it to build an international recognized brand name. Apple customers will buy its latest iPhone on the back of its reputation for highly technologically advanced products and a highly mature distribution chain that is largely controlled by itself		The time between the expenditure of the resource and their recovery is another source of leverage. Also the quicker the recovery the higher the resource multiplier. In the 1980,s and 1990;s Japan had a two-to-one developmental time advantage over the US. One way to expedite a recovery time it to build an international recognized brand name. Apple customers will buy its latest iPhone on the back of its reputation for highly technologically advanced products and a highly mature distribution chain that is largely controlled by itself.

			==Stretch without Risk==
			The essential element of the strategy frame is the aspiration that creates a chasm between resources and ambition and how its strives to close the gap. The notion as strategy as stretch helps to bridge the gap between those who see strategy as a grand plan and those who see strategy as a series of incremental decisions. On the one hand it can be strategy as stretch as design and strategy as stretch by incrementalism. Ultimately, it recognizes the essential paradox of competition: leadership cannot be planned for, but neither can it happen without a grand plan an well considered aspiration.

			From Strategy as Stretch and Leverage by [[author::Hamel]] and [[author::Prahalad]]

			[[Category:Strategy]]

Paulreed: /* Recovering Resources: Expediting Success */

2012-09-22T01:12:49Z

Recovering Resources: Expediting Success

← Older revision		Revision as of 19:12, 21 September 2012
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	===Recovering Resources: Expediting Success===		===Recovering Resources: Expediting Success===
	The time between the expenditure of the resource and their recovery is another source of leverage. Also the quicker the recovery the higher the resource multiplier. In the 1980,s and 1990;s Japan had a two-to-one developmental time advantage over the US. One way to expedite a recovery ti		The time between the expenditure of the resource and their recovery is another source of leverage. Also the quicker the recovery the higher the resource multiplier. In the 1980,s and 1990;s Japan had a two-to-one developmental time advantage over the US. One way to expedite a recovery time it to build an international recognized brand name. Apple customers will buy its latest iPhone on the back of its reputation for highly technologically advanced products and a highly mature distribution chain that is largely controlled by itself

Paulreed: /* Conserving Resources: Recycling, Co-opting and Shielding */

2012-09-22T01:10:23Z

Conserving Resources: Recycling, Co-opting and Shielding

← Older revision		Revision as of 19:10, 21 September 2012
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	===Conserving Resources: Recycling, Co-opting and Shielding===		===Conserving Resources: Recycling, Co-opting and Shielding===
	Sharp was able to recycle its capabilities in liquid display calculators for its Flat Screen TV's. A common saying in Japan is ''No technology is abandoned its just reserved for the future''. Co-option can entice a fellow competitor against a common enemy. Alternatively, companies may work to establish a common new standard. In borrowing resources management seeks to absorb a partners' skills and make them its own. In co-opting the goal is to enroll others in pursuit of a common objective. the process begins with the question ''How can i convince other companies that they have a stake in my success. Philips plays off Song against Matsushita. the other approach is the stick and withdraw the technology from being exploited by the market. To understand shielding the third form of resource conservation think of Dell.		Sharp was able to recycle its capabilities in liquid display calculators for its Flat Screen TV's. A common saying in Japan is ''No technology is abandoned its just reserved for the future''. Co-option can entice a fellow competitor against a common enemy. Alternatively, companies may work to establish a common new standard. In borrowing resources management seeks to absorb a partners' skills and make them its own. In co-opting the goal is to enroll others in pursuit of a common objective. the process begins with the question ''How can i convince other companies that they have a stake in my success'' Philips plays off Song against Matsushita. the other approach is the stick and withdraw the technology from being exploited by the market. To understand shielding the third form of resource conservation think of Dell. They could not compete with Compaq's dealership network so it sold its computers through the mail. Searching for undefended territory is another way to shield resources. Honda went in to small motor bikes, Canon went in to convenience copying. Toyota Lexus took on Mercedes not in Germany but California.

			===Recovering Resources: Expediting Success===
			The time between the expenditure of the resource and their recovery is another source of leverage. Also the quicker the recovery the higher the resource multiplier. In the 1980,s and 1990;s Japan had a two-to-one developmental time advantage over the US. One way to expedite a recovery ti
	~~[[Category:Strategy]]~~

Paulreed: /* Conserving Resources: Recycling, Co-opting and Shielding */

2012-09-22T01:02:23Z

Conserving Resources: Recycling, Co-opting and Shielding

← Older revision		Revision as of 19:02, 21 September 2012
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	===Conserving Resources: Recycling, Co-opting and Shielding===		===Conserving Resources: Recycling, Co-opting and Shielding===
	Sharp was able to recycle its capabilities in liquid display calculators for its Flat Screen TV's. A common saying in Japan is ''No technology is abandoned its just reserved for the future''. Co-option can entice a fellow competitor against a common enemy. Alternatively, companies may work to establish a common new standard. In borrowing resources management seeks to absorb a partners' skills and make them its own. In co-opting the goal is to enroll others in pursuit of a common objective. the process begins with the question ''How can i convince other companies that they have a stake in my success.		Sharp was able to recycle its capabilities in liquid display calculators for its Flat Screen TV's. A common saying in Japan is ''No technology is abandoned its just reserved for the future''. Co-option can entice a fellow competitor against a common enemy. Alternatively, companies may work to establish a common new standard. In borrowing resources management seeks to absorb a partners' skills and make them its own. In co-opting the goal is to enroll others in pursuit of a common objective. the process begins with the question ''How can i convince other companies that they have a stake in my success. Philips plays off Song against Matsushita. the other approach is the stick and withdraw the technology from being exploited by the market. To understand shielding the third form of resource conservation think of Dell.



	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 00:59, 22 September 2012

2012-09-22T00:59:38Z

← Older revision		Revision as of 18:59, 21 September 2012
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	By blending resources you can multiply the value of each synergistically. Blending requires technology generalists, systems thinking and the capacity to optimize complex technological trade-offs. Blending functions such as Marketing, R&D, Production etc is one form of blending while another form involves a company's ingenuity for dreaming up new product permutations. For instance The Ipad tablet is a larger version of the iPhone. Sony combines its miniaturized earphone technology and audio playback to create the Walkman. Balancing is anther approach to to complementing resources. A company must be above to ''develop'', ''produce'' and ''deliver'' its products. EMI was able to develop a revolutionary CAT scanner but had difficulty producing and had no distribution capability and eventually had to withdraw from the market		By blending resources you can multiply the value of each synergistically. Blending requires technology generalists, systems thinking and the capacity to optimize complex technological trade-offs. Blending functions such as Marketing, R&D, Production etc is one form of blending while another form involves a company's ingenuity for dreaming up new product permutations. For instance The Ipad tablet is a larger version of the iPhone. Sony combines its miniaturized earphone technology and audio playback to create the Walkman. Balancing is anther approach to to complementing resources. A company must be above to ''develop'', ''produce'' and ''deliver'' its products. EMI was able to develop a revolutionary CAT scanner but had difficulty producing and had no distribution capability and eventually had to withdraw from the market

			===Conserving Resources: Recycling, Co-opting and Shielding===
			Sharp was able to recycle its capabilities in liquid display calculators for its Flat Screen TV's. A common saying in Japan is ''No technology is abandoned its just reserved for the future''. Co-option can entice a fellow competitor against a common enemy. Alternatively, companies may work to establish a common new standard. In borrowing resources management seeks to absorb a partners' skills and make them its own. In co-opting the goal is to enroll others in pursuit of a common objective. the process begins with the question ''How can i convince other companies that they have a stake in my success.


	~~''To be expanded to include Strategy as Stretch and Leverage - Hamel and Prahalad HBR March - April 1993''~~

	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 00:52, 22 September 2012

2012-09-22T00:52:45Z

← Older revision		Revision as of 18:52, 21 September 2012
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	Because experience comes at a cost the ability to maximize insights is a critical component in resource leverage. Mazda has the ability to develop new products at a fraction of the time and cost of other car companies. Their smaller relative experiences make the managers more focused for clues for improving their manufacturing techniques. It also requires a corporate culture that is willing to challenge long term practices. Borrowing resources from other companies is another way to accumulate and leverage resources. Sony was one of the first companies to commercialize the transistor pioneered by AT&T. The skill is to internalize those skills an exploit and merge then with the company;s existing resources. NEC relied on hundreds of alliances, licensing deals, etc. This enabled them access to new technologies and new markets. Borrowing can take many forms - sharing development risk with customers, using cheaper labor form developing markets, participitating in intra-national research developments using taxpayers money.		Because experience comes at a cost the ability to maximize insights is a critical component in resource leverage. Mazda has the ability to develop new products at a fraction of the time and cost of other car companies. Their smaller relative experiences make the managers more focused for clues for improving their manufacturing techniques. It also requires a corporate culture that is willing to challenge long term practices. Borrowing resources from other companies is another way to accumulate and leverage resources. Sony was one of the first companies to commercialize the transistor pioneered by AT&T. The skill is to internalize those skills an exploit and merge then with the company;s existing resources. NEC relied on hundreds of alliances, licensing deals, etc. This enabled them access to new technologies and new markets. Borrowing can take many forms - sharing development risk with customers, using cheaper labor form developing markets, participitating in intra-national research developments using taxpayers money.

	===Complementing Resources: Blending and Balancing==		===Complementing Resources: Blending and Balancing===
	By blending resources you can multiply the value of each synergistically. Blending requires technology generalists, systems thinking and the capacity to optimize complex technological trade-offs. Blending functions such as Marketing, R&D, Production etc is one form of blending while another form involves a company's ingenuity for dreaming up new product permutations. For instance The Ipad tablet is a larger version of the iPhone. Sony combines its miniaturized earphone technology and audio playback to create the Walkman		By blending resources you can multiply the value of each synergistically. Blending requires technology generalists, systems thinking and the capacity to optimize complex technological trade-offs. Blending functions such as Marketing, R&D, Production etc is one form of blending while another form involves a company's ingenuity for dreaming up new product permutations. For instance The Ipad tablet is a larger version of the iPhone. Sony combines its miniaturized earphone technology and audio playback to create the Walkman. Balancing is anther approach to to complementing resources. A company must be above to ''develop'', ''produce'' and ''deliver'' its products. EMI was able to develop a revolutionary CAT scanner but had difficulty producing and had no distribution capability and eventually had to withdraw from the market