Stratégie

When, in December 2022, the Chinese carmaker BYD overtook Tesla as the world’s biggest seller of electric cars the news resounded round the world like thunder in a clear sky. The performance was coupled with price cuts of almost 20% that Tesla had to concede to stay in the Chinese market.Clearly, not a single company, even those acclaimed as tech stars of the Silicon Valley, seems to be able to stand in the way of Chinese ventures.

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Had the virus simply followed Michael Porter’s competitive advantage (stage 1) or Blue Ocean (stage 2) recommendations, it would have been stopped by vaccination. But, this virus is nimble. It is able to rapidly transform itself (stage 3) and make use of feed-back loops (stage 4) to learn and overcome obstacles.

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The world has changed considerably since the 1980’s but the dominant paradigm in strategy remains Michael Porter’s competitive advantage. In the early 2000’s, Kim & Mauborgne proposed a different perspective with their Blue Ocean strategy but both approaches suffer from the same shortcoming. They both assume a relatively stable environment,…

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Le temps est révolu, où la fragmentation du monde offrait aux roitelets de chaque industrie une zone naturelle de prospérité. La disparition des entraves au commerce, puis la numérisation de l’économie, ont provoqué l’émergence de nouveaux géants qui exercent une domination mondiale. L’absence de limites matérielles à leur expansion combinée…

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Most companies understand that they have to become more agile if they want to survive and thrive in the long term. Yet, their level of agility often falls short of their aspirations or is never implemented according to desire. Traditional “crystal” structures, whether functional, divisional or matrix, are indeed a…

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At a time when value comes from combination, too much focus means narrow-mindedness and lost ground. Firms have to go beyond their efficiency comfort zone to discover and exploit hidden synergies between supposedly competing business models.   For decades, the key word in organizations has been Focus. Superior financial performance…

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In spite of the apparent diversity of their offering, many companies operate one major business model. There are six reasons why they should engender a degraded or improved version of themselves   Many corporations cook their ingredients always the same way. They operate one major business model, which prevents them…

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Most Americans have a faulty strategic vision. Instead of seeing the three primary strategic colors, they only perceive two of them: premium and cost leadership. Differentiation is mistaken with premium and low cost is confused with cost-volume leadership.   There is a general consensus to consider that there are two…

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One pillar of the traditional strategic thinking is falling apart. Decision-makers who still adhere to the old paradigm will be losing valuable growth opportunities.   Since Porter’s seminal work in the 80’s, firms are supposed to choose sides: either differentiation or cost leadership. If they fail to do, they may…

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Le champion du monde d’échecs, Gary Kasparov, sur l’art de confondre son adversaire et de prendre des risques. « La logique ne suffit pas pour être un grand joueur d’échecs. L’intuition est la qualité qui signe la maîtrise aux échecs. Cela tient au fait que les échecs sont un jeu mathématiquement…

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