Executing a new strategy nearly always requires new resources and capabilities-and most firms seek them out the wrong way. In a 10-year study of 162 telecom companies, the authors found that organizations deploying all the methods available to them outperform those that stick with a narrow approach. Yet most firms doggedly pursue one chief method, whether it's developing what they've already got internally, entering into contracts with providers, forming partnerships, or using M&A. The framework in this article will help companies weigh their options more strategically. To select the best tactics for the situation you face, ask whether your existing resources are relevant to your new needs. If the answer is yes, internal development makes sense; otherwise, you'll need to go outside the firm. Next, to figure out what kind of relationship you should pursue with a provider, determine whether all parties would have a shared understanding of the resources' value. If so, a purchase contract is a sensible choice; if not, consider a partnership or a corporate acquisition. Because M&A is the most complex option, reserve it for cases in which it really pays to have a deep relationship with the resource provider. The most basic-and the most complicated- problem in business is figuring out how to move from a great, high-level idea to practical, operational success. In this issue's Spotlight, HBR looks at some of the most vexing strategy-execution challenges: how to organize for innovation, motivate workers at all levels, sponsor creativity, and wield power effectively.

【書誌情報】

ページ数：12ページ

サイズ：A4

商品番号：HBSP-R1007J

発行日：2010/7/1

登録日：2012/3/28