Today’s turbulent markets and advances in technologies have called into question the sustainability of competitive advantage.
The root of the problem is the failure of many companies to distinguish between operational effectiveness and strategy. Operational effectiveness and strategy are both essential to better performance, which is the primary objective of any company, but they work in very different ways. The quest for productivity, quality and speed has led to the development of a large number of management tools and techniques: benchmarking, time-based competition, outsourcing, partnering, reengineering and change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability.
A company can only outperform competitors if it can establish a difference that it can preserve. The challenge is how to make a strategy distinctive and relevant, which will increase the pace and quality of a company’s decision making and execution. Technological innovations, governmental policy changes, regulatory changes, competitive disruptions, evolving customer expectations, globalisation, organisational turnover and other factors conspire to render irrelevant even the most well crafted strategy.
Every company and its businesses are confronted by a constant stream of challenges and opportunities requiring choices that could materially change where it plays or how it wins. In some industries, operating strategy is more fluid, customer-centric and less rigidly industry-bound. As a result, companies in these fast moving industries need to continuously reinvent and create a portfolio of advantages that can be built quickly and abandoned fast.
Strategy is a balancing act; it’s about judging between a fate being sealed and its being realised. Companies should not be in a hurry to abandon their competitive advantages in the wake of the hot new idea or technology. An advantage is neither transitory nor immortal. Hence, strategy is not an either or exercise about seeking flexibility or endure-ability. It is about both: seeking endurable competitive advantage in a world full of far-reaching and tumultuous change. Hence, smart strategies are adaptable, flexible and dynamic reflecting the world that a company operates in. While a company’s strategy is adaptable and flexible but the foundation of the strategy is not, because it takes significant effort to build a distinctive way how a company operates. We help companies to craft strategies in the following areas:-
|Business Unit Strategy|
|Digital Business and Technology Strategy|
Strategy is about making choices, trade-offs. It’s about deliberately choosing to be different.
“You’re better than the traditional strategy consulting firms. You bring insights, expertise, passion and wisdoms that none of these traditional strategy firms bring”
COO of a global pharmaceutical company.