Coaching Tip

DECEMBER 24, 2010

By Guest Authors from Booz & Company : Partner, Paul Leinwand and Managing Director, Cesare Mainardi . They then hone a distinctive system of capabilities – one competitors can’t match – that will enable the company to deliver on its value promise and sustain lasting competitive advantage. .

Strategy 178

Strategy Short-term Competitive Advantage Fixed Assets 178

Harvard Business Review

OCTOBER 15, 2013

While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people. Decision making Leadership' Don’t Make Decisions, Orchestrate Them.

P&L 8

P&L Fixed Assets Charan Delegation 8

Strategy Driven

MARCH 18, 2011

Further, they need to limit their focus to, at most, six capabilities, and make those capabilities work together as a mutually reinforcing system that perpetuates competitive advantage. Assets are important, but they are, increasingly, table stakes in most competitive industries; everyone in the game has them.

Resources 53

Resources Industry System Strategy 53

Harvard Business Review

JANUARY 3, 2011

How crazy is it that companies are willing to invest in preventative maintenance on fixed assets such as their machinery, but typically won't make a comparable investment to enhance and sustain the health and well-being of their employees?

Fixed Assets 15

Fixed Assets Competitive Advantage Commitment Definition 15