Resource-based strategy models (“resource-based view” according to Penrose) crystallize the uniqueness of companies from their particular specific production possibilities. It is about strengths and weaknesses, detached from market expectations and detached from a competitive comparison (benchmarking). Such models, which date back to the 1950s and focus purely on the development of resources as a strategic …
Environment-oriented strategy models (Porter’s “five forces framework”) start from the company in its market and competitive environment. These industrial economic approaches from the 1980s, which include not only customers and suppliers but also the competition, consider the company in its relationships with its environment, but without aiming for a strategically advantageous positioning. Environment-oriented strategy models …
Success-factor-oriented strategy models combine competitiveness with market attractiveness. Prominent examples of this are the PIMS concept (Profit Impact of Market Strategy) by Fred Borch and the portfolio concept according to B. Hedley. The portfolio concept according to the Boston Consulting Group compares the market growth of a business unit or product with its relative market …
The time component and effects resulting from interactions with customers, suppliers and stakeholders are included in dynamics-oriented strategy models. The application of can lead to suitable dynamics-oriented strategy models.
Process-oriented strategy models have efficiency as their primary objective. They pursue operationally lean order flows through operational processes. They focus on information transfer at the interfaces in processes and on the coordination of capacities along in order to optimize throughput times and avoid idle and duplicate work.
As the availability of information increases, the filtering and meaningful channeling of relevant information becomes an important success factor. Knowledge-based strategy models involve focusing on opportunities that extract relevant knowledge from relevant information and transforming this knowledge into relevant capability. They are dynamic models that can be used to define an appropriate process for the …
If we look at the future of business, we encounter uncertainties and even contradictory statements and observations in many places, as well as old and new principles and patterns at the same time. These simultaneously present contradictions are strong indications that many corporate environments are currently undergoing a transformation process. A corporate foresight process can …
If we look at the future of companies, we encounter uncertainties and even contradictory statements and observations in many places, as well as old and new principles and patterns at the same time. These simultaneously present contradictions are strong indications that many corporate environments are currently undergoing a transformation process. Technological and process innovations and …
In your company, encourage cross-border, multi-dimensional thinking in contexts, in complex interrelationships, in cause-effect relationships, in contradictions and in paradoxes. Try to integrate topics with a into operational business. Set up these dialogs in a connectable communication process in which content-related trends are captured, limits of one’s own impact are questioned, new things are introduced …
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