Strategy

Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach

Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach > strategy palette bảng chiến lược> These are combined into a matrix of five core strategic approaches: classical, adaptive, visionary, shaping and renewal. PDF tóm tắt nội dung 5 chiến lược , Bảng tổng hợp 5 chiến lược ngắn gọn, Bàn sách PDF , bản tóm tắt tiếng việt,

:“Each environment corresponds to a distinct archetypal approach to strategy, or color in the strategy palette, as follows:

• predictable classical environments lend themselves to strategies of position, which are based on advantage achieved through scale or differentiation or capabilities and are realized through analysis and planning.

• Adaptive environments require continuous experimentation because planning does not work under conditions of rapid change and unpredictability. The Adaptive Approach to Strategy ( bản doc tóm tắt)

• Transient Competitive Advantage- McGrath, Rita Gunther. The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business, since 2013 <Trello > <Trello2> <Transient Competitive Advantage - lợi thế cạnh tranh chớp nhoáng Bản PDF tóm tắt> <slide PDF> <Link slideshare>

• Transient Competitive Advantage - lợi thế cạnh tranh chớp nhoáng

• Adaptive Advantage-Reeves, Martin, Michael S. Deimler, Yves Morieux, and Ron Nicol. Adaptive Advantage, since 2010 TRELLO , Bản Docx

• New Bases of Competitive Advantage- The Adaptive Imperative>> Adaptive advantage supplements—rather than replaces—strategies of position and capability. It is supported by five additional sources of advantage: signal advantage, systems advantage, social advantage, simulation advantage, and people advantage Ảnh Minh Họa

• Elements and Styles of Adaptive Advantage | BCG>>

• Adaptability: The New Competitive (trello)Advantage> Increasingly, managers are finding that it stems from the “second-order” organizational capabilities that foster rapid adaptation> Those that thrive are quick to read and act on signals of change. They have worked out how to experiment rapidly, frequently, and economically—not only with products and services but also with business models, processes, and strategies. They have built up skills in managing complex multi stakeholder systems in an increasingly interconnected world. Perhaps most important, they have learned to unlock their greatest resources—the people who work for them.

• Strategy Under Uncertainty, Four levels of uncertainty, Level one: A clear enough future, Level two: Alternative futures, Analysis can't identify which outcome will actually come to pass, though it may help establish probabilities, Level three: A range of futures, Level four: True ambiguity,

• Business Model Innovation-Lindgardt, Zhenya, Martin Reeves, George Stalk, and Michael S. Deimler. Business Model Innovation: When the Game Gets Tough, Change the Game, since 2009

• Business Model Innovation Delivers Competitive Advantage >>> Business model innovation(image) is the art of enhancing advantage and value creation by making simultaneous—and mutually supportive—changes both to an organization’s value proposition to customers and to its underlying operating model. At the value proposition level, these changes can address the choice of target segment, product or service offering, and revenue model. At the operating model level, the focus is on how to drive profitability, competitive advantage, and value creation through these decisions on how to deliver the value proposition: Where to play along the value chain>>What cost model is needed to ensure attractive returns>>What organizational structure and capabilities are essential to success Bản PDF

• Four Approaches to Business Model Innovation ảnh minh họa Link bài đọc Bài trên HBR

• BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MODELS <bản PDF>

• The Innovation Management Theory Evolution Map

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• In a visionary setting, firms win by being the first to create a new market or to disrupt an existing one. bản Mindmap tóm tắt

• Value Innovation -Kim, W. Chan and Renée A. Mauborgne. Value Innovation: The Strategic Logic of High Growth, since 1996, Tipping Point-Gladwell, Malcolm. The Tipping Point: How Little Things Can Make a Big Difference, since 2000, Blue-Ocean Strategy-Kim, W. Chan and Renée Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, since 2005,

• In a shaping environment, firms can collaboratively (re)shape an industry to their advantage by orchestrating the activities of other stakeholders. <DOCX> <TRELLO>

• Finally, under the harsh conditions of a renewal environment, a firm needs to first free up resources to ensure its viability and then go on to choose one of the other four approaches to return to growth and competitiveness.”

Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach

trello

The History of Strategy map thể hiện sự tiến hóa của chiến lược qua thời gian Image

http://media-publications.bcg.com/pdf/Your-Strategy-Needs-a-Strategy-chapter-01.pdf

Mastering business strategy simplifying the complex

file:///D:/Business%20Mastery/Strategy/masteringbusinessstrategy-simplifyingthecomplex-140125142748-phpapp02.pdf

Creating Great Choices A Leader's Guide to Integrative Thinking TRELLO

The Opposable Mind and Integrative Thinking

Playing to Win- How Strategy Really Works TRELLO

TỔ CHỨC THUẬN HAI TAY (THE AMBIDEXTROUS ORGANIZATION)

Achieving Organizational Ambidexterity

Exploration and Exploitation Strategies

A Model for Integrative Innovation Management

THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams Create Win-Win Solutions <slideshare> <PDF> < THE AMBIDEXTERITY PRINCIPLE>

file:///D:/Business%20Mastery/Strategy/THE%20AMBIDEXTERITY%20PRINCIPLE.pdf

< the Ambidexterity Principle refers to a systematic process or strategy for creating a win-win solution especially by eliminating contradictions, conflicts, or trade-offs. Instead of the approach of “My Way or Your Way,” the Ambidexterity Principle offers a third alternative of “Our OTHER Way.”> <Bài gốc, PDF>

• Ambidexterity: The Art of Thriving in Complex Environments < Ambidexterity>

• Achieving Vitality in Turbulent Times

<https://www.linkedin.com/in/rodkuhnking/> <https://www.slideshare.net/RodKing/presentations>

• The JOB-TO-GET-DONE (JTGD) CANVAS: The Simplest and Fastest Way to Continuously Innovate on Products, Services, and Business Models <trello><pdf>

• Ambidextrous organizations: from theory to practice <The Ambidextrous Organization HBR PDF > <Business Model Innovation Delivers Competitive Advantage >>> Business model innovation(image)>

• Achieving Organizational Ambidexterity Using Management Control Systems

• Balancing Innovation via Organizational Ambidexterity < Part2>

Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Principle to Create Win-Win Solutions <PDF>

BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MODELS <PDF>

• “BCG-Business Model Strip: AVisual Tool for continuously Improving and And Innovating Profit Margins

• 4Q-Business Model Model Strip: DNA of a Faster, Simpler, and Scalable Business Modeling Tool <pdf>

• Red Ocean Disruption (ROD) Storyboard for Design Thinking, Customer Development, and Lean Startup Projects

• Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviemakers, Storytellers, and Strategists

• The Red Ocean Disruption (ROD) Scorecard: How Steve Jobs Differently Answered the 4 ROD Questions and Rapidly Disrupted the Music Industry

• Universal Business Modeling Template & Language for Venture Capitalists, Scalable Startups, and Value Creators (Age 3+): BUSINESS MODEL STRIP nhìn từ lăng kinh của BMS qua các model khác nhau để so sánh đối chiếu

• 12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CANVAS vs. BUSINESS MODEL STRIP <PDF>

• Why the Business Model Canvas is Good But Not Great. What do you think? <PDF> <The Business Model Canvas: A Good Tool with Bad Instructions?> <medium>

• Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS

• Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and Time in Volatile Times

• Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS? thay bằng business model strip

What is the Total Happiness Canvas? A Platform for Achieving Every Goal and Dream <Youtube> <

• Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs: Instantly Learn Everything!

• Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovation Project <PDF> < Part 2 of: TOTAL DESIGN THINKING FOR TOTAL HAPPINESS - Real-life Case Study>

• GE’s Ambidextrous Growth Strategy:
  3 Simple Tools for Accelerating FastWorks Projects

file:///D:/Business%20Mastery/Strategy/-businessmodelstrip-150711002338-.pdf

• Ambidextrous leadership : It refers to the simultaneous use of explorative and exploitative activities by leaders. Exploration refers to search, risk taking, experimentation, and innovation in organizations, whereas exploitation[disambiguation needed] has to do with refinement, efficiency, implementation, and execution

• AMBIDEXTROUS ORGANISATIONAL DESIGN

• Ambidextrous organizations – How to embrace disruption and create organizational advantage

• 4 Paths to a Sophisticated Innovation Strategy