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Chapter from: "Winning in Turbulence"
Published by: Harvard Business Publishing
Published in: 2009
Length: 16 pages

Abstract

When a person's life is threatened, the body adapts superbly, diverting resources to critical areas. If only a company could respond so brilliantly to the dangers of a downturn. Instead, executives often struggle to distinguish between core activities and less vital functions. The goal of strategy in a downturn is to help you end up on the right side of the mortality tables - not just surviving, but poised for growth, as Darwinian forces eliminate weaker competitors. To build that strategy, you need to know exactly where you will compete, how you plan to win, and how you will mobilize the organization to implement the strategy. This chapter walks you through the process of clarifying organizational strategy in turbulent times. This chapter is excerpted from ‘Winning in Turbulence'.

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Abstract

When a person's life is threatened, the body adapts superbly, diverting resources to critical areas. If only a company could respond so brilliantly to the dangers of a downturn. Instead, executives often struggle to distinguish between core activities and less vital functions. The goal of strategy in a downturn is to help you end up on the right side of the mortality tables - not just surviving, but poised for growth, as Darwinian forces eliminate weaker competitors. To build that strategy, you need to know exactly where you will compete, how you plan to win, and how you will mobilize the organization to implement the strategy. This chapter walks you through the process of clarifying organizational strategy in turbulent times. This chapter is excerpted from ‘Winning in Turbulence'.

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