Like most bestsellers you find in our local bookstores, the
best part of this book is the first chapter, which is “What is Strategy?” by Michael Porter.
And the second best
is the last one, “Who Has the D? How
Clear Decision Roles Enhance Organizational Performance” by Paul Rogers and
Marcia Blenko. As to the rest, they all seem PhD thesis of Gerog Hegel’s
students.
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The idea of Michael Porter is simple: To thrive and excel, a
company (and, in fact, a person) should choose a strategic position (or, in
layman term, develop an edge). This choice inevitably involves some trade-off;
rather than doing everything good, we’d better do one thing brilliant – and
that means doing other things not that good.
The immediate implication is we should not extensively
monitor the performance of a company by benchmarking or KPI (key performance
index). Not only are these audit activity a poor spent of our effort, but, more
importantly, when everyone in the field use the same benchmarks and KPIs, we
all lose the edge and would have to compete by operational effectiveness – a
battle that no one really wins.
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