The pressure to grow the top line is so intense that most companies pay too much attention to expansion and not enough to building differentiated capabilities. A few companies start from the opposite direction: they figure out what they’re really good at, then develop those capabilities (three to six at most) until they’re best-in-class and interlocking. For them, strategy becomes a matter of aligning what they do well with the right marketplace opportunities—and the market rewards them with sustained superior returns.
Authors: Cesare R. Mainardi, Paul Leinwand
Subjects: Management, Strategy