Стратегія за межами «хокейної ключки». Люди, ймовірності і переможні рішення

•analysis shows that a good 50 percent of your positioning on the curve is driven by what’s happening in your industry—highlighting that “where to play” is really one of the most critical choices in strategy.

•It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.

•14% компаний среднего звена банкротятся, 8% компаний среднего звена вырастают. So value-creation plans must be concentrated on few areas

•as soon as we decide not to spread around our resources and back business units that have the best prospects, then we’re not only picking winners, we’re also picking losers. 

•если компания среднего звена делает 1 коренное изменение, ее шансы вырасти 17%, 2 изменения: 16%, 3 изменения: 40%, 4 изменения: 100%

•коренные изменения: реаллокация ресурсов, новые инвестиции, улучшение процессов, увеличение маржи

•productivity improvements that are roughly in line with the improvement rates of the industry you are playing in do not matter. the probability of moving up only improves above a certain threshold—in the case of productivity improvements, for instance, your rate needs to be at least 25 percent above the industry average to make a difference. 

•In fact, not moving is probably the riskiest strategy of all. The capital will just flow to the winners

•making these big moves is really the accumulation of good practices that build up over time. the companies that successfully deliver on their big moves make them a part of their day-to-day mantra.

•be explicit about why your business is making money today

•To mobilize resources and budgets, there needs to be a certain level of resource liquidity. Most businesses do not create resource liquidity upfront, but resource liquidity is, in essence, the currency of strategy.

•In order to re-allocate resources, you need to de-allocate them