Competing on Resources

In: Business and Management

Submitted By perrucco
Words 350
Pages 2
Au niveau des unités commerciales, le rythme de la concurrence mondiale et les changements technologiques a laissé des gestionnaires du mal à suivre. Comme marchés aller plus vite et plus vite, les gestionnaires se plaignent que la planification stratégique est trop statique et trop lent. Stratégie est également devenu profondément problématique au niveau de l'entreprise. Dans les années 1980, il s'est avéré que les sociétés par actions détruisaient souvent valeur en possédant les divisions très qui semblaient donc bien s'intégrer dans leurs croissance/part matrices. Menacé par des concurrents plus petits, moins hiérarchiques, de nombreux piliers entreprises a subi des revers dévastateurs (IBM, Digital, General Motors et Westinghouse) ou a subi une transformation radicale programmes et des mesures de réorganisation internes (GE et ABB). La fin des années 1980, grandes sociétés multibusiness luttaient pour justifier leur existence.
Il n'est pas surprenant, vagues de nouvelles approches de la stratégie ont été proposées pour traiter ces multiples agressions dans les locaux de la planification stratégique. Plusieurs ont porté vers l'intérieur. Les leçons de Tom Peters et de Bob Waterman sociétés « excellentes » a ouvert la voie, suivie de près par la gestion de la qualité totale comme stratégie, réingénierie, compétence de base, la compétition sur les capacités et l'organisation de l'apprentissage. Chaque approche a apporté sa contribution à son tour, mais comment un d'eux construits ou réfuté la sagesse précédemment acceptée n'est pas clair. Le résultat : chacun aggravé la confusion à propos de stratégie qui frappe désormais les gestionnaires.
Un cadre qui a le potentiel pour couper à travers une grande partie de cette confusion est train d'émerger sur le terrain de la stratégie. L'approche est fondée sur l'économie, et il explique comment les ressources de…...

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