Briefings to this point have explained how organizations must build and retain resources over time if they are to deliver continually improving earnings or other performance objectives. But there are often competitors who are just as determined. This view of rivalry makes competition relevant to nonprofit organizations as well as to businesses — charities must win donors, just as airlines must win passengers.

This MIT-Sloan piece hints at help with understanding business dynamics. Much of a business model is typically simple – the causality of the Income Statement, the productivity of…

Top strategy jobs are seen as just a pit-stop on the road to a more important role (CEO) but one CSO for a global corporation thinks differently (paraphrased)…

Resources also ‘develop’ in noncommercial situations…

Every statement ‘Strategy is an art, not a science‘ knocks back any chance of being taken seriously by management colleagues. Some such statement comes up on just about…

So the FT reckons companies just need CEOs with “experience”, not strategic competence. Business leaders, politicians, strategy consultants and business schools have been wringing their hands since the 2008…

Resources can continue to be relevant even after they are lost. Former customers recommend or dissuade others to buy a product, and former staff may recommend or dissuade friends about joining an employer. A clear case concerns…

A shockingly simplistic ‘Executive Definition of Strategy’ in the Booz journal Strategy+Business. The summary is partly OK “… the result of choices executives make on where to play…

Briefing 45 introduced the four main categories of external factors (political, economic, social and technological) that can constrain or enable business development by affecting access to necessary resources. The first three items especially impact on customers and staff, but technological progress has more direct effects on the functionality and cost of products.

It seems Finance has taken over Strategy’s role in recent years (our fault, not theirs), and we know this can strangle a business. The CFO tells the CEO…