Fwd: Final Presentation: MGMT_430_001_074
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Colleen Roache
Jul 19, 2007, 1:37:06 PM7/19/07
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I am trying this again.
All term long we have been talking about strategy as developing a sustainable competitive advantage. When you sell ( I do mean sell) your plan to your constituents you must be able to articulate this advantage. You must answer the 'why Ford?' question stakeholders are asking.
The stragegy canvas must show those factors where you will excell and where you will not. Think of those 'not' areas as trade offs. Look again at the Southwest example in the reading.
The balanced scorecard must tie various elements of the strategy together. You should have lead and lag factors that you can tie together.
Don't forget culture. Culture eats strategy for lunch.
All term long we have been talking about strategy as developing a sustainable competitive advantage. When you sell ( I do mean sell) your plan to your constituents you must be able to articulate this advantage. You must answer the 'why Ford?' question stakeholders are asking.
The stragegy canvas must show those factors where you will excell and where you will not. Think of those 'not' areas as trade offs. Look again at the Southwest example in the reading.
The balanced scorecard must tie various elements of the strategy together. You should have lead and lag factors that you can tie together.
Don't forget culture. Culture eats strategy for lunch.
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