“A complex system is one comprised of a number of parts that have many unpredictable interactions.”
– Herbert Simon
– Ron Adner
As much as our own biological DNA defines who we are and what can do as human beings, also organizations have a DNA that defines who they are and what they can do. This DNA resides everywhere in the organization; in its people, competences, structure, processes, and so on and so forth. And like DNA, it…Details
— Blaise Pascal
Following through on my previous post about competitive alignment, we will now focus on market alignment. Specifically, we will define market alignment as a model of value creation. In addition, we will briefly introduce you to operational alignment and structural alignment. Market alignment, operational alignment and structural alignment collectively form the offering alignment process. Let’s begin with the…Details
Organizations are increasingly dependent on each other. Rather than working more or less autonomously, they are increasingly entangled and interdependent, both on a strategic and an organizational level. The reason is that, more and more, offering superior customer value requires close collaboration with others in the supply chain. Whether it is downstream with distributors and…Details
The accepted belief in strategy is that any organization should start with a clear mission, vision, goals, ‘why’, set of values, or any other expression of a bigger purpose and that everything else should be derived from that. That sounds nice and intuitive. It sounds nice because it make us feel like welldoers who serve…Details
Building on the previous alignment related posts made by my Co-Founder Jeroen, this post will focus on clearly defining competitive alignment. More specifically, this post will define competitive alignment as part of a step-wise, iterative and modular process. Where the focus is on creating value via easily updated, learning-by-doing steps that produce the right results. Before we…Details
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