“Successful corporate strategies need to be based on simple, measurable rules”

Corporate strategy can be described as a formula that can be used to prepare a medicine. From my point of view this is how corporate strategies should be viewed and understood. Medicine, the outcome, should not be the one from past but the one from future. Attention should be paid on things that actually make strategy – decisions, abilities and goals, as these will be the key elements. Not all of the elements that initially are drown from surveys and other intelligent sources to build up strategy will be useful as corporate strategy must be executable by the company and should be in line with core competence of the company. It means that much attention should be paid to resources and knowledge that is already inside the company not forgetting that business environment is continuously changing. I would agree with opinion of Ram Charan (one of the authors of Forbes magazine) that there are two successful ways how to build your corporate strategy – outside in and future back thinking approaches. Outside In thinking means looking at the business through the lens of a leader sitting elsewhere and identifying global trends without the existing assumptions, biases and rules of thumb. Future-Back requires you to extend your time horizon as you assess the world and imagine what the competitive landscape will be some twenty years out. This longer time frame will help you see what trends are enduring, or unstoppable.[1] Continue reading ““Successful corporate strategies need to be based on simple, measurable rules””


“Entrepreneurs don’t have clearly articulated strategies. As they grow, they need to develop them”

In order to have a competitive advantage company should have assets, knowledge and to identify its specific core competences. By applying corporate strategy company should be able to outperform others on a financial basis – it means having competitive advantage and thus being able to perform better than others.  Even though core competence of the company is usually slowly changing over time if ever changing, for example, Kodak disability to change its core competence[1], corporate strategy should not remain the same for long.

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Turnaround that almost cost bankrupcy

According to The Guarding a federal judge has approved Kodak’s plan to emerge from bankruptcy protection. It seems interesting that company once so notorious in film and photo printing business has hit the bottom so harsh – but I suppose this is the price to pay for everyone who’s core competencies loses value in today’s world of business and who is over confidential to change.  Continue reading “Turnaround that almost cost bankrupcy”

The concept of core competences and how they might be measured

In highly competitive markets core competence is the central concept for corporate strategy.[1] Core competences means particular skill or competence of a company that is fundamental to its business success,[2] for example, McDonald’s probably has a skill in real estate management that allows company to locate their restaurants in the most densely populated areas. Or Lattelecom probably has a core competence in financing and monetizing infrastructure that leads to sustainable competitive advantage.

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