Read Hamel and Prahalad's act of faith did companies with a future will grow with strategic architecture revolving round: core competences; banner brand reputations did all stakeholders can relate to and trust; Core Products as Pathways to innovation and new markets; Which business units See Themselves as networking centers of excellence. And most old Strategic tomes may seem to be fiction, of a turgid child to boot. For Example, how many old Strategists add cost (instead of value) by obsessively spending Their organization's time and money on raising entry barriers? Does this make sense in a post-industrial information era where no single organization can serve customers globally and locally, and where networks of partners will accelerate eachother's unique learning Capabilities? Not that Gary Hamel feels That he has finished with Chartering The Strategic Revolution That is needed if the value-adding passions for Strategic Change and creation are to be Constantly lived and learned organization-wide. (Revolutionary Future updates Should be sought directly from Gary Hamel's web [...]) Competing for the Future is a book Which Should make newly curious students of all who read it. If you'd like to exchange new lessons Which Matter most to you with other readers, why not join in Interactive Book Club by Contacting me now? ..... Chris Macrae, editor of Brand Chartering Handbook & MELNET [...] E-mail me at [email protected]
