The Strategic Change Matrix and Business Sustainability across COVID-19
John Hamilton ()
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John Hamilton: Department of Management and Governance, James Cook University, Cairns 4870, Australia
Sustainability, 2020, vol. 12, issue 15, 1-19
This study’s case narrative presents the Australian digital marketing firm (DUK). DUK successfully transitioned across the 2020 Australian business economic downturn created during the COVID-19 global pandemic. DUK’s competencies, capabilities and competitiveness form its 3Cs Market Intelligence Framework. When these 3Cs are expanded, and then networked with Porter’s Five Forces model, along with the firm’s decisive pivot with knowledge inclusions, the DUK strategic change matrix can be used to portray a firm’s matrix-box of its current multi-dimensional business components. The strategic change matrix approach offers a firm a visual map that can be matrix-boxed and quickly interpreted. When faced with adversity, a firm can remap its matrix-box into an expanded form that includes its proposed enhanced competitiveness business solutions. These solutions can then be operationalised to form potentially sustainable business pathways into the future. This approach is particularly useful when a firm is confronted with a perceived economic, or game-changing business crisis, or when a firm makes the strategic decision to pivot, and to seek a new sustainable business-enhancing pathway, or when a firm just wants to visualise its ongoing business pathways into the future.
Keywords: sustainable business; competitive advantage; competency; innovation; knowledge creation; intellectual capital; capability; business system; digital marketing; Porter’s Five Forces (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:12:y:2020:i:15:p:6026-:d:390482
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