The most farsighted enterprises have mastered five unconventional practices for building and using distinctive capabilities.
Editor’s Note: Perhaps it’s just me, but these capabilities don’t seem particularly unconventional. They are also like many secrets-to-success studies in that they look good on paper, but offer little in the way of practical recommendations for realizing them. And, you have the ever-present correlation-causation problem. At the least, it would have been good to include some former high-fliers in the analysis (say, Nokia or Sony) as I suspect that many companies are also following these “unconventional” approaches but without the stellar results. None of that means this isn’t worth reading, it’s just not as helpful as I would have liked.
Authors: Cesare R. Mainardi, Paul Leinwand
Source: strategy+business
Subjects: Best Practices, Management, Strategy
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