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Lec 24

The document discusses sources of competitive advantage such as strong context, structural advantages, and differentiated organizational competencies. It also discusses how these advantages can erode over time and the importance of relational contracts and leveraging strengths when pursuing strategic changes. High-performing firms often have complementary structural advantages and organizational competencies that reinforce each other.

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53 views23 pages

Lec 24

The document discusses sources of competitive advantage such as strong context, structural advantages, and differentiated organizational competencies. It also discusses how these advantages can erode over time and the importance of relational contracts and leveraging strengths when pursuing strategic changes. High-performing firms often have complementary structural advantages and organizational competencies that reinforce each other.

Uploaded by

eviroyer
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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MIT OpenCourseWare http://ocw.mit.

edu ______________

15.963 Advanced Strategy


Spring 2008

For information about citing these materials or our Terms of Use, visit: ________________ http://ocw.mit.edu/terms. ___

15.963: Closing Reflections


Rebecca Henderson Eastman Kodak LFM Professor of Management

Effective strategies answer three key questions:

How will we Create value?

How will we Capture value?

How will we Deliver value?

2007 MIT Sloan School of Management

Sources of competitive advantage:


Great context:
Friendly suppliers and buyers Mellow rivalry

Strong structural advantages:


Institutional connections Unique IP/Assets Scale & Scope derived advantages: Marketing, R&D, Production costs, People, Capital

Differentiated organizational competencies:


Tightly integrated organizational systems whose elements are complementary to each other Featuring relational contracts where appropriate
2007 MIT Sloan School of Management

Self reinforcing dynamics in Marketing, Brand & Customer Awareness


Industry Demand

R +

+
Differentiated Products

Order Share

+ Orders +
Revenue

+
Brand Equity

+ +
Investment in Marketing & Brand building
2007 MIT Sloan School of Management

But
Structural advantages often erode
Can scale be bought?

Sometimes they are simply not available


Toyota? Simmons? Southwest?

And well deployed organizational competencies can sometimes do an end run around established structural positions:
Google? Apple?

2007 MIT Sloan School of Management

Organizational competencies can be a powerful competitive weapon:


Particularly when they are embedded in every aspect of the ways in which the firm does business:
Who we hire How we reward and promote The values we stress and attempt to act on The metrics we use and the processes we develop ..

When they are complementary to each other and to the key strategic choices of the firm And when they build on well established relational contracts
2007 MIT Sloan School of Management

Relational contracts at Nordstrom..

Value Use your good judgment in all situations


Im just doing exactly what they tell me too all that stuff about judgment is just BS did you hear what happened to Mary.?

You did *what*!

Time

2007 MIT Sloan School of Management

The sources of competitive advantage often change over time.


Maturity Performance
Context

Takeoff

Structural Discontinuity Advantage

Ferment

Organizational Competencies

Time
2007 MIT Sloan School of Management

So that in maturity, some high performing firms rely almost entirely on structural advantage
Wal-Mart?

Maturity Performance

Takeoff

Ferment Time
2007 MIT Sloan School of Management

But in many high performing firms strong relational contracts also develop.
This is the way one acts around here

Maturity Performance

Takeoff

Whats our Discontinuity purpose, our values?

Ferment

Work hard, have fun, get rich

Time
2007 MIT Sloan School of Management

So that in maturity, many high performing firms have both structural advantages and effective relational contracts
Maturity Performance Apple? Google? UPS? Intel? Zara? Saint Gobain? Nestle? Whole Foods? Starbucks? Nordstrom? McKinsey? Goldman Sachs? Disney? Porsche? Genentech?
2007 MIT Sloan School of Management

Takeoff

Ferment Time

In these firms organizational competencies and structural advantage reinforce each other

Organizational competencies

Structural advantage

2007 MIT Sloan School of Management

Keys To Success Level 5 leadership


from founder Jim Casey Relational Contracts Promotion from within and trust Employee ownership

UPS logo removed due to copyright restrictions.

Collective innovation with partners

Organizational Competencies

Continuous process improvement

Strong performance on hard-to-measure duties


R

Outstanding strategic shifts and market awareness

Structural Advantages

Scalable technology

Brand

Economies of scale
2007 MIT Sloan School of Management

But some firms are forced to rely principally on relational contracts


Nucor? Toyota? Simmons? Wells Fargo?

Maturity Performance

Takeoff

Ferment Time
2007 MIT Sloan School of Management

What does this analysis imply about the management of strategic change?
Maturity Performance

Takeoff

Discontinuity

Ferment Time
2007 MIT Sloan School of Management

Strategic shifts are hard:


I see, he said, youre suggesting that we invest millions of dollars in a market that may or may not exist but that is certainly smaller than our existing market, to develop a product that customers may or may not want, using a business model that will almost certainly give us lower margins than our existing product lines. Youre warning us that well run into serious organizational problems as we make this investment, and our current business is screaming for resources. Tell me again just why we should make this investment?
- Divisional Manager, Telecommunications Equipment Provider
2007 MIT Sloan School of Management

Particularly when everyone is overloaded:

Black and white photograph of river logging removed due to copyright restrictions; in this picture, a few men are surrounded by logs pointing in all directions.

2007 MIT Sloan School of Management

And change means dealing with the possibility of worse before better
Performance

Time
2007 MIT Sloan School of Management

Is it the case that at times of change successful firms:


Actively manage relational contracts?
Corning Lilly Deaconess

So that they can leverage structural advantages into the new arena And lay the foundation for robust relational contracts in the new organization?

2007 MIT Sloan School of Management

What does this analysis imply about the management of strategic change?

Performance Delta/Song, Nucor, Disney, Saint Gobain existing relational contracts potentially a problem in responding to challenges?

Time
2007 MIT Sloan School of Management

What do these ideas imply for you?


For those of you who are going to be analysts
What are the firms likely sources of long term competitive advantage? What threats does it face? How is it likely to be able to respond?

For those of you who are going to be followers


What is the existing relational contract? How do I make sure that I conform to the deal?

For those of you who are going to be leaders


What kinds of structural advantages should I pursue? What kinds of organizational competencies will be valuable? What kinds of relational contracts should I build? With whom?
2007 MIT Sloan School of Management

GOOD LUCK!

2007 MIT Sloan School of Management

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