Harvard Business Review

JANUARY 29, 2018

Incumbents in these industries often own established brands, proprietary technology, and control of distribution channels. Meanwhile, increasing numbers of incumbents are being compelled to adopt these technologies to stay competitive, even as cost and productivity pressures become acute.

Industry 8

Industry Fixed Assets Retail Market Penetration 8

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. The best executives understand which ones they need to focus on and which ones they can delegate.

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 52

Resources Industry System Strategy 52