Estrategia, posicionamiento de estrategia, propósito y acción.

Estrategia, posicionamiento de estrategia, propósito y acción.

1. What is strategy?

   • Strategic positioning
     • Strategy is the creation of a unique and valuable position, involving a different set of activities.
     • Strategy requires you to make trade-offs in competing—to choose what not to do.
     • Strategy involves creating “fit” among a company’s activities.
   • Operational Effectiveness Is Not Strategy
     • Companies must be flexible enough to respond rapidly to changes; and be in continously comparission with their competence.
       • Despite all these caracteristics, companies must be able to always distinguish between operational effectiveness and strategy.
         • Operational effectiveness means performing similar activities better than rivals perform them.
         • Strategic positioning means performing different activities from rivals’ or performing similar activities in different ways.
   • Strategy Rests on Unique Activities
     • Being different!
     • strategy is in the activities – choosing to perform activities differently or to perform different activities than rivals.
     • Origins
       • variety-based positioning
       • needs-based positioning
       • accessbased positioning.
   • A Sustainable Strategic Position Requires Trade-offs
     • Strategy can be imitate
     • Trade offs appear for three reasons in specific.
       • inconsistencies in image or reputation.
       • trade-offs arise from activities themselves.
       • limits on internal coordination and control.
     • Without trade-offs, there would be no need for choice and thus no need for strategy
   • Fit Drives Both Competitive Advantage and Sustainability
     • strategy is about combining activities.
     • Rather than seeing the company as a whole, managers have turned to “core” competencies, “critical” resources, and “key” success factors.
       • Types of fit
         • simple consistency
         • activities are reinforcing.
         • optimization of effort.
   • Rediscovering Strategy
     • the greater threat to strategy often comes from within the company
     • Bad influences
       • Growth trap
       • Profitable growth
       • The role of leadership

2. Can you say what your strategy is?

   • Elements of a strategy statement
     • objective
       • ends
     • Scope
       • Domain
     • Advantage
       • Means
     • Defining these three elements, requires trade offs

3. From purpose to impact

   • What is purpose?
     • Your leadership purpose is who you are and what makes you distinctive
   • How do you find it?
     • The point is to identify your core, lifelong strengths, values, and passions— those pursuits that energize you and bring you joy
   • How do you put your purpose into action?
     • First of all, clarifying your purpose, You must also envision the impact you'll have on your world as a result of living your purpose