This article was written clearly and well organized. The author convincing with a logical approach. it focused on the process of strategy. it was a practical discussion. The author uses the following companies in the article: Disney, Motorola, Ford, Nordstrom, Sony, Hewlett-Packard, AT&T, American Airlines, General Motors, Coca-Cola, McDonald’s, Intel, R&D, IBM, Nissan, Burberry, Ford, Chevy, and many more.
“Nokia pursued strategy defined by three goals to “humanize” technology, to enable “virtual presence”, and to deliver “seamless solutions”. The essence of strategy seemed to be “In a turbulent age,the only dependable advantage is a superior capacity for reinventing your business model before circumstances force you to. Achieving such strategic resilience isn’t easy. Four tough challenges stand in the way.”
The most important points the author makes is about revolution, renewal, and resilience. No questions were raised when reading this article.
To be honest this article doesn’t seem to present or enforce any existing model ideas in the traditional way that most articles do. However, what it does do is to attempt to pinpoint why large companies with bright futures are all at once seeming to falter back in to the middle of the pack or in some cases out of the race. The answer that the author comes up with is that these companies lack the resilience to face adverse market conditions and are as a result folding under the pressure
This article fit in very well with the other schools because in order for a company to be resilient, they have to employ all of the things we have talked about in the 10 schools. It is important for an organization to learn about all of these schools and then use them in the way they need. As a group we believe this article has information in it that is enhancing the information in the articles that we have read previously.
The quote that best capture the author’s ideas is: “The quest for resilience can’t start with an inventory of the best practices. Today’s best practices are manifestly inadequate. Instead, it must begin with an aspiration: zero trauma. The goal is a strategy that is forever morphing,forever conforming itself to emerging opportunities and incipient trends. The goal is an organization that is constantly making its future rather than defending its past.The goal is a company where revolutionary change happens in lightning-quick, evolutionary steps-with no calamitous surprises, no convulsive reorganizations, no colossal write-offs, and no indiscriminate, across-the-board layoffs. In a truly resilient organization, there is plenty of excitement, but there is no trauma.”
The strategy of organizational resilience could be beneficial to just about any business. Being able to resist change through hard times is especially relevant today and many companies are learning this lesson the hard way. Even large organizations like GM are finding that there size along cannot sustain them and they are not facing major down sizing. This is a good example to illustrate why strategic resilience is important.
This article did have a ring of truth to it. The author has made his points with sufficient support, but not sure if we are buying what the author has argued. We do not have an extended view after reading this article.
Outline
I. Revolution
II. Renewal
a. Managers must make habit of visiting places where change happens first
b. Filter out the filterers
c. Face up to the inevitability of strategy decay
i. Replicated
ii. Supplanted
iii. Exhausted
iv. Eviscerated
III. Resilience