50 Posts Found

Chapter summary from Porter’s book, Competitive Advantage of Nations, used in my core MBA strategy class.

Subject: Strategy/Frameworks

Chapter summary from Porter’s book, Competitive Advantage of Nations, used in my core MBA strategy class.

Subject: Strategy/Frameworks

Chapter summaries from Porter’s book, Competitive Advantage of Nations, used in my core MBA strategy class.

Subject: Strategy/Frameworks

Executives leading high-performance businesses need a methodology that gives future value and current value equal billing, that gives side-by-side consideration to monetary and physical resources and relational, organizational and human resources, and that does not subordinate newer business models to older business models. Accenture’s Future Value Management™ (FVM™) methodology has been created to meet these needs.

Subject: Strategy/Frameworks

To assist you in performing competitive analysis it can be helpful to have a model to use. One of these models, presented here, was developed by the IBM Consulting Group.

Subject: Strategy/Frameworks

Provides an overview of the 7-S framework developed by McKinsey & Co. and also an interesting look at the resultant contradictions and tensions that naturally arise.

Subject: Strategy/Frameworks

A nice, succinct but comprehensive framework for analyzing and formulating business unit strategy.

Subject: Strategy/Frameworks

The Human Performance Framework provides a holistic approach for understanding all of the forces and elements that impact an individual’s abilities and motivations. It is only by understanding those forces in their totality that an organization can optimize human performance.

Subjects: Organizational Behavior, Strategy/Frameworks

Most business strategies involve a series of investments over time. R&D programs and market-entry strategies, for example, are usually run in stages; initial investments are limited commitments that include the option to fully commit later on, and later investments are contingent on the performance of earlier ones. The key to creating value for customers is to make the right decisions–to exercise the investment (ramp up), … [ Read more ]

Subject: Strategy/Frameworks

External environment factors such as down turns in the economy, and a lack of investment in innovation can have a significant impact on a firm’s strategic options. To obtain a better glance of how these factors will affect the planning process, analysts can utilize the STEEP analysis tool. When used correctly, the tool will furnish decision makers with information which should be used to improve … [ Read more ]

Subject: Strategy/Frameworks

McKinsey’s 9 Long-term Industry Attractiveness indicators and 7 Business Strength/Competitive Position indicators.

Subject: Strategy/Frameworks

A useful way to evaluate and analyze various business entities based on characteristics and the phase of the business development life cycle.

Subject: Strategy/Frameworks

A checklist for using the McKinsey 7-S framework to describe a business.

Subject: Strategy/Frameworks

An overview of the SWOT strategic framework

Subject: Strategy/Frameworks

A suggested reading list from the professor of my core MBA strategy class.

Subject: Strategy/Frameworks