New Global Strategies for Competitive Advantage
NEW GLOBAL STRATEGIES FOR COMPETITIVE ADVANTAGE
1. High intensity domestic competition breeds international success. 2. In the diamond-shaped chart, there are key elements of it success is to be sustained: Company strategy (structure and rivalry), factor conditions, demand conditions, related and supporting industries. 3. The home base shapes a company’s capacity to innovate rapidly in technology and methods and to do so in the proper directions. 4. A global strategy supplements and solidifies the competitive advantage created at home base. 5. The most important sources of national advantage must be actively sought and exploited. 6. Caught up in a never-ending process of seeking out new advantages and struggling with rivals to protect them. 7. Stability is valued in most companies, not change. Protecting old ideas and techniques becomes the preoccupation, not creating new ones. The long-term challenge for any firm is to put itself in a position where it is most likely to perceive, and best able to address the imperatives of competitive advantage.
Expose a company to new market and technological opportunities that may be hard to perceive.
Preparing for change by upgrading and expanding the skills of employees and improving the firm’s scientific and knowledge base.
Overcoming complacency and inertia to act on the new opportunities and circumstances.
Much attention has rightly been places on the importance of visionary leaders in achieving unusual organizational success.
Great leaders are influenced by the environment in which they work.
Innovation takes place because the home environment stimulates it. Innovation succeeds because the home environment supports and even forces it. The right environment not only shapes a leader’s own perceptions and priorities but provides the catalyst that allows the leader to overcome inertia and produce organizational change.
Great leaders emerge in different industries in different nations, in
1. High intensity domestic competition breeds international success. 2. In the diamond-shaped chart, there are key elements of it success is to be sustained: Company strategy (structure and rivalry), factor conditions, demand conditions, related and supporting industries. 3. The home base shapes a company’s capacity to innovate rapidly in technology and methods and to do so in the proper directions. 4. A global strategy supplements and solidifies the competitive advantage created at home base. 5. The most important sources of national advantage must be actively sought and exploited. 6. Caught up in a never-ending process of seeking out new advantages and struggling with rivals to protect them. 7. Stability is valued in most companies, not change. Protecting old ideas and techniques becomes the preoccupation, not creating new ones. The long-term challenge for any firm is to put itself in a position where it is most likely to perceive, and best able to address the imperatives of competitive advantage.
Expose a company to new market and technological opportunities that may be hard to perceive.
Preparing for change by upgrading and expanding the skills of employees and improving the firm’s scientific and knowledge base.
Overcoming complacency and inertia to act on the new opportunities and circumstances.
Much attention has rightly been places on the importance of visionary leaders in achieving unusual organizational success.
Great leaders are influenced by the environment in which they work.
Innovation takes place because the home environment stimulates it. Innovation succeeds because the home environment supports and even forces it. The right environment not only shapes a leader’s own perceptions and priorities but provides the catalyst that allows the leader to overcome inertia and produce organizational change.
Great leaders emerge in different industries in different nations, in