Working with the Convergence to Achieve Competitive Value Advantage

David Walters and Deborah Helman
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David Walters: University of Technology Sydney
Deborah Helman: DeVry University

Chapter Chapter 12 in Strategic Capability Response Analysis, 2020, pp 305-337 from Springer

Abstract: Abstract Capability response analysis is very much about what and why and whenand how and where and who. Capability response analysis is becoming an essential feature of strategic analysis in a digitally connected time of rapidly changing stakeholder expectations. Given the recent problems of General Electric, it is arguable that there were very few, or no, questions asked concerning what was needed to be successful as a significant player as a “themed conglomerate.” The approach being taken by IKEA to explore its strategic direction suggests a pensive what and why and when and how and where and who. Industry dynamics differs; it is searching for changes that will impact upon all organizations; it is for each of them to analyze and explore the implications of changes and shifts of emphasis in their definition of their business environment; it is for the organization to define their future business environment and the opportunities it offers. IKEA are clearly taking a very broad view of the opportunity space they are considering. In retrospect General Electric appears not to have taken such an approach. Observation of large automotive manufacturers suggests they have identified changes in ownership and use patterns of behavior, vehicle power sources, and whether or not there will be the need for a vehicle driver.

Keywords: Convergence; Value advantage; Fulfilment execution system (FES); Business ecosystems (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-22944-3_12

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DOI: 10.1007/978-3-030-22944-3_12

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