| The last three briefings have gone into the issue of interdependence between resources , and have brought us to the point where we now have the essential elements needed to describe an entire business and its performance… What are they? |
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| There is one last thing to do before going on to the implications and uses of resource-accumulation. | |
| Sorry – but it’s just got to be done right! If you get this wrong, everything else you try to do with strategy dynamics will be messed up. | |
| The previous briefing explained that accumulating resources are important. | |
| So now we need to understand how to work out the result when it happens. | |
| At one level, Resource Accumulation may seem rather simple and obvious. ‘So what?’ you may ask yourself. Well, it’s monumentally, massively important, and while it may be obvious in itself, its consequences are truly staggering. |
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| The next few briefings are going to talk a lot about ‘accumulating resources’. | |
Jan 112011
| What would be a useful checklist of tangible resources?
… customers, products, production capacity, staff and cash. |
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| Since organizations exist to “supply” some form of “demand,” let’s look at demand-side resources first… | |
| Have you ever puzzled over academic concepts? …thought, “What does this mean? Should I be using this?“ | |
| This briefing discusses some academic stuff, which is important for teachers to understand. It’s useful for professionals too, because you may come across these concepts, puzzle about what they mean, and wonder if you should be using them. I have put a few key references at the end. Continue reading » |
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Dec 142010
| Does Resource based Performance Analysis work as well in non-commercial sitautions? | |
| Previous briefings explained how to understand and anticipate business performance by looking at the quantity of resources needed to drive sales and costs. Exactly equivalent thinking works just as well in non-commercial sitautions, such as voluntary groups, public services and nongovernmental organizations (NGOs). | |
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This is the third post in the fortnightly series of Strategy Dynamics Briefings.
Continue reading »
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Feb 092009
McKinsey quarterly urges executives to embrace transparency if they want to help investors make investment decisions – presumably to invest in their firms. There’s a problem though … Continue reading »
