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AUTOMOTIVE

Critical questions and challenging assumptions are core in strategic intelligence

It has been instructive to see the following three things happening which people tend to accept far too easily: how effective are Boards of Directors, and what of their responsibility and accountability in controlling and monitoring their Boards of Management? It seems they are not effective at all, most have no idea of what is really going on, and what new challenges that are facing.

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Ordinary and Dynamic Capabilities

Many years ago, Michael Porter said that strategy is about making choices differently from your rivals. It is interesting to make the connection with Professor David Teece of the University of California at Berkeley, regarding ‘dynamic capabilities’, the internal company drivers of strategy that point towards competitive positioning. Teece draws a distinction between ordinary and dynamic capabilities. Ordinary capabilities are a set of learned processes and activities that enable a company to produce a particular outcome and are similar to best practices.

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