Johan Aurik, Martin Fabel, Gillis Jonk

There are many excellent concepts, recipes, and frameworks for dealing with an individual, strategically disruptive phenomenon, but no overriding framework to pull it all together. […] Every time a new phenomenon appears, strategy formulation becomes a bit more complex as more factors must be considered simultaneously, further eroding the chance for strategy to step in as a guiding force in the competitive maelstrom. There is simply no spread­sheet or framework big enough and comprehensive enough to accommodate all of the strategic parameters or possible business permutations.

Like this content? Why not share it?
Share on FacebookTweet about this on TwitterGoogle+Share on LinkedInBuffer this pagePin on PinterestShare on Redditshare on TumblrShare on StumbleUpon

Leave a Reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.