February 2004
Intermediate to advanced
272 pages
7h 14m
English
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Chapter Eleven
STRATEGY AS DISCOVERY
ALTHOUGH the co-creation of value paradigm implies a different view of strategy, we have so far chosen not to focus on the strategy-making process and the meaning of strategy. However, now that we have discussed the criticality of line managers and the need to build a manager-centric environment for rapid knowledge creation, we can outline the new strategy framework.
The traditional view of strategy is that firms can shape industry evolution and customer expectations more or less autonomously, subject only to the actions of competitors. The new paradigm recognizes that industry evolution is influenced by the actions of consumers and consumer communities as well. As we saw in the Lego, Napster, and other examples, ...
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I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.