TITLE

What Really Drives a Fast Company?

AUTHOR(S)
Drew, Stephen A.W.
PUB. DATE
December 2001
SOURCE
Journal of General Management;Winter2001, Vol. 27 Issue 2, p35
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article focuses on how the concept of fast strategy can be problematical for managers. Managers who pursue speed of action may create dilemmas. Trade-offs may need to be made between speed and long-term priorities. Faster is not necessarily better. Speed of strategy-making and organizational change needs to be set within the context of the pace of environmental change and major uncertainties. In considering the firm's response to a new set of external challenges, managers should consider a broad range of strategy methodologies and options rather than a few standard recipes. The task of accelerating strategy development and implementation may require attention to a number of organizational dimensions rather than a single lever of control. A framework for business model analysis and design has been presented which addresses the sources of growth and profitability.
ACCESSION #
11510878

 

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