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Working with the Convergence to Achieve Competitive Value Advantage

In: Strategic Capability Response Analysis

Author

Listed:
  • David Walters

    (University of Technology Sydney)

  • Deborah Helman

    (DeVry University)

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.

Suggested Citation

  • David Walters & Deborah Helman, 2020. "Working with the Convergence to Achieve Competitive Value Advantage," Springer Books, in: Strategic Capability Response Analysis, chapter 0, pages 305-337, Springer.
    • Handle: RePEc:spr:sprchp:978-3-030-22944-3_12
    DOI: 10.1007/978-3-030-22944-3_12
    as

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