Video/Audio - The Hedgehog Concept. Enduring Ideas: The strategic control map - McKinsey Quarterly - Strategy - Strategy in Practice. As companies mature, they often face declining growth as innovation gives way to inertia.
In order to achieve consistent levels of growth throughout their corporate lifetimes, companies must attend to existing businesses while still considering areas they can grow in the future. The three horizons framework—featured in The Alchemy of Growth, —provides a structure for companies to assess potential opportunities for growth without neglecting performance in the present. Podcast. Diamond model. The Porter diamond[1] Porter's analysis[edit] The approach looks at clusters, a number of small industries, where the competitiveness of one company is related to the performance of other companies and other factors tied together in the value-added chain, in customer-client relation, or in a local or regional contexts.[2] The Porter analysis was made in two steps.[2] First, clusters of successful industries have been mapped in 10 important trading nations.[2] In the second, the history of competition in particular industries is examined to clarify the dynamic process by which competitive advantage was created.[2] The second step in Porter's analysis deals with the dynamic process by which competitive advantage is created.[2] The basic method in these studies is historical analysis.[2] The phenomena that are analysed are classified into six broad factors incorporated into the Porter diamond, which has become a key tool for the analysis of competitiveness:
Michael Porter's Five Forces Analysis - Strategic Advantage, Inc. Industry x Competitive Position = Profitability.
Two things determine your company's profitability-the industry in which it competes and its strategic position in the industry. Some industries have inherently low profit potential while others are highly profitable.
Balanced Scorecard. Blue Ocean Strategy.