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	<title>Talking about strategy</title>
	<link>http://kimwarren.com</link>
	<description>with Kim Warren</description>
	<lastBuildDate>Tue, 07 Feb 2012 10:00:48 +0000</lastBuildDate>
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		<title>Briefings 31: Resource attributes in non-commercial cases</title>
		<description><![CDATA[Resource attributes pose challenges for managers of non-commercial organizations, just as they do for business executives — clients, beneficiaries and other demand-side resources bring with them the service demands they place on the organization, staff bring skills and experience, and so on. 
What issue causes concern for many not-for-profit organizations? Read on to find out more...]]></description>
		<link>http://kimwarren.com/strategy/briefings-31-resource-attributes-in-non-commercial-cases/</link>
			</item>
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		<title>How to clarify adaptive capacity</title>
		<description><![CDATA[There is a ton of academic stuff on this, but our dynamics terminology can be quite exact about it. To &#8220;adapt&#8221; implies building specific resources and capabilities that previously did not exist. For example, a current client is trying to move from a hardware-sales focus to a &#8220;solution-provider&#8221;. They need to design solutions for distinct <a href='http://kimwarren.com/strategy/how-to-clarify-adaptive-capacity/'>[...]</a>]]></description>
		<link>http://kimwarren.com/strategy/how-to-clarify-adaptive-capacity/</link>
			</item>
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		<title>Strategy + Financial Control</title>
		<description><![CDATA[Just spoke at the Austrian Financial Controller conference, organised by Contrast, the largest training and consulting firm in the market. &#8220;Controlling&#8221; in the German-speaking world is already a more strategic role than management accounting offers in the UK or US.  Strategy seems to feature little in either the Chartered Institute of Management Accountants (CIMA) or <a href='http://kimwarren.com/strategy/strategy-financial-control/'>[...]</a>]]></description>
		<link>http://kimwarren.com/strategy/strategy-financial-control/</link>
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		<title>Briefings 30: When resources bring access to others</title>
		<description><![CDATA[One specially useful case where resource "attributes" arise is when one resource brings access to other potential resources, most often customers...]]></description>
		<link>http://kimwarren.com/strategy/briefings-30-when-resources-bring-access-to-others/</link>
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		<title>To spin off or combine businesses?</title>
		<description><![CDATA[Just got this question on my LinkedIn group &#8211; Should a mid-size multi-business firm spin-off different businesses into independent companies to spur growth or pool-in collective resources for a common growth program? This goes back to the issue of &#8220;related diversification&#8221; &#8211; not essentially much different for mid-size firms than for large ones. Back in <a href='http://kimwarren.com/strategy/to-spin-off-or-combine-businesses/'>[...]</a>]]></description>
		<link>http://kimwarren.com/strategy/to-spin-off-or-combine-businesses/</link>
			</item>
	<item>
		<title>Stop asking &#8216;What is Strategy?&#8217;</title>
		<description><![CDATA[Online groups  seem obsessed with asking what Strategy is, and what&#8217;s its value. If we don&#8217;t know, we can hardly expect others to listen to us. It&#8217;s simply setting powerful but realistic aims, and defining how to get there. It&#8217;s purpose is to create business value (NPV of future free cash flows). Because things change, <a href='http://kimwarren.com/strategy/stop-asking-what-is-strategy/'>[...]</a>]]></description>
		<link>http://kimwarren.com/strategy/stop-asking-what-is-strategy/</link>
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		<title>Briefings 29: The resource quality curve</title>
		<description><![CDATA[There are a few candidates for title of ‘the most useful framework’ in strategy dynamics – and this is sure one!]]></description>
		<link>http://kimwarren.com/strategy/briefings-29-the-resource-quality-curve/</link>
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		<title>Bfriefings 28: Quality of physical assets</title>
		<description><![CDATA[It’s not just customers and staff whose 'qualities' affect performance - many organizations rely heavily on physical assets for their operations.
Read on to see how they affect performance...]]></description>
		<link>http://kimwarren.com/strategy/bfriefings-28-quality-of-physical-assets/</link>
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		<title>Strategy Project Execution</title>
		<description><![CDATA[Most work on why strategies don&#8217;t get done focus on culture, but a new book [1] blames poor project management. It explains how the process should work, and tools to assess a firm&#8217;s capability to do it, but it needs a worked example to show the process actually happening. &#8220;Projects&#8221; are certainly vital &#8211; a big <a href='http://kimwarren.com/strategy/strategy-project-execution/'>[...]</a>]]></description>
		<link>http://kimwarren.com/strategy/strategy-project-execution/</link>
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		<title>Briefings 27: Resource quality and performance example</title>
		<description><![CDATA[Management is concerned about the quality of resources because it has a real impact on performance – better sales people win better customers, faster, better products drive stronger customer growth and sales, better equipment causes fewer faults, and so on. 

Read on as we further build on the simple example of skills amongst call-center staff from Briefing 26... ]]></description>
		<link>http://kimwarren.com/strategy/briefings-27-resource-quality-and-performance-example/</link>
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