Published by:
Harvard Business Publishing
Length: 10 pages
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https://casecent.re/p/46178
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Abstract
For many managers, being strategic means pursuing the opportunities that fit the company''s resources. This approach is not wrong, but it obscures an alternative approach in which being strategic means creating a chasm between ambition and resources. Winners find less resource- intensive ways of achieving their ambitious goals. Managers at competitive companies can leverage their resources in five basic ways: by concentrating resources around strategic goals; by accumulating resources more efficiently; by complementing one kind of resource with another; by conserving resources whenever they can; and by recovering resources from the marketplace as quickly as possible.
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Abstract
For many managers, being strategic means pursuing the opportunities that fit the company''s resources. This approach is not wrong, but it obscures an alternative approach in which being strategic means creating a chasm between ambition and resources. Winners find less resource- intensive ways of achieving their ambitious goals. Managers at competitive companies can leverage their resources in five basic ways: by concentrating resources around strategic goals; by accumulating resources more efficiently; by complementing one kind of resource with another; by conserving resources whenever they can; and by recovering resources from the marketplace as quickly as possible.