| One specially useful case where resource attributes arise is when one resource brings access to other potential resources, most often customers… | |
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| There are a few candidates for title of the most useful framework in strategy dynamics – and this is sure one! | |
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| 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… |
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| It is not easy to understand and manage changes in attributes and the impact of those changes. Strategy must recognize and cope with change over time, so needs a method for quantifying both scale and speed of progress. Now we must not only work out how key resources are changing, but also the quality of those resources. How is this done? |
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| What makes strategy dynamics so powerful? | |
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| A devastating implication arises from this interdependency between resources from the previous briefing. Here is a simple story… | |
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I hope we have now made a pretty solid case for the first two parts of the core strategy dynamics framework:
We got to these principles by repeating relentlessly the question ‘What causes what?’ So the next logical question is… ‘What causes the rate at which resources are won and lost?’ |
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Mar 222011
| After all the years I have been using strategy dynamics, I still find myself shocked at the power of this most basic of questions. | |
| Time after time, executives get completely new insights from asking about just three numbers… | |
| All this talk about how accumulation is different than the usual way we think of causal relationships may have got you worried… Continue reading » |
| 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. | |
