The strategy battle rumbles on. Those in search of strategic inspiration are faced with two alternatives. Either, they start with their industry as the basic strategic building block (Michael Porter’s Five Forces), or with their company (Gary Hamel and CK Prahalad’s core competencies). Over the last three decades a great deal of intellectual energy has been expended on refining these two worldviews. But other ideas are also coming to the fore. W Chan Kim and Renée Mauborgne, based at INSEAD, the leading European business school, just south of Paris, challenge the strategy orthodoxy.
“There’s . . .
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