Designing interactive strategy harvard business review

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SMG Group. Share this article Share with email Share with twitter Share with linkedin Share with facebook. Successful companies increasingly do not just add value, they reinvent it. The key strategic task is to reconfigure roles and relationships among a constellation of actors--suppliers, partners, customers--in order to mobilize the creation of value by new combinations of players.

What is so different about this new logic of value? It breaks down the distinction between products and services and combines them into activity-based "offerings" from which customers can create value for themselves.

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But as potential offerings grow more complex, so do the relationships necessary to create them. As a result, a company's strategic task becomes the ongoing reconfiguration and integration of its competencies and customers.

The authors provide three illustrations of these new rules of strategy. IKEA has blossomed into the world's largest retailer of home furnishings by redefining the relationships and organizational practices of the furniture business. Danish pharmacies and their national association have used the opportunity of health care reform to reconfigure their relationships with customers, doctors, hospitals, drug manufacturers, and with Danish and international health organizations to enlarge their role, competencies, and profits.See more about this book on Archive.

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Need help? Harvard business review on managing the value chain. Not in Library. Want to Read. Download for print-disabled. Check nearby libraries Library. Share this book Facebook. Last edited by Clean Up Bot. November 30, History. An edition of Harvard business review on managing the value chain Written in English — pages. Subjects Business logisticsManagementIndustrial procurementDistribution of goods. Harvard business review on managing the value chain First published in Subjects Business logisticsManagementIndustrial procurementDistribution of goods.

Baldwin and Kim B. Womack and Daniel T. Edition Notes Includes bibliographical references p.

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Classifications Dewey Decimal Class H37 The Physical Object Pagination v, p. Lists containing this Book. Loading Related Books. November 30, Edited by Clean Up Bot. May 20, Below are the available bulk discount rates for each individual item when you purchase a certain amount. Publication Date: December 04, Is your company spending enormous time and energy on strategy development, with little to show for your efforts? We've combed through hundreds of Harvard Business Review articles on strategy and selected the most important ones to help galvanize your organization's strategy development and execution.

This collection includes: featured article "What Is Strategy? If you'd like to share this PDF, you can purchase copyright permissions by increasing the quantity. Quantity price applied. Add Copyright Permission. Copyright Permission Qty:. Current Stock:. Buying for your team? See quantity pricing. Product : Pages: Related Topics: Blue ocean strategyDecision makingCommunication in organizationsExecutionCompetitive advantageBusiness modelsBrand equityStrategic planningFive forcesBalanced scorecardVision.

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Order for your team and save!Strategy is the art of creating value. In this respect, strategy is the way a company defines its business and links together the only […]. But in a fast-changing competitive environment, the fundamental logic of value creation is also changing and in a way that makes clear strategic thinking simultaneously more important and more difficult. Our traditional thinking about value is grounded in the assumptions and the models of an industrial economy.

According to this view, every company occupies a position on a value chain. Upstream, suppliers provide inputs. The company then adds value to these inputs, before passing them downstream to the next actor in the chain, the customer whether another business or the final consumer.

Seen from this perspective, strategy is primarily the art of positioning a company in the right place on the value chain—the right business, the right products and market segments, the right value-adding activities.

Today, however, this understanding of value is as outmoded as the old assembly line that it resembles and so is the view of strategy that goes with it. Global competition, changing markets, and new technologies are opening up qualitatively new ways of creating value. The options available to companies, customers, and suppliers are proliferating in ways Henry Ford never dreamed of. Of course, more opportunities also mean more uncertainty and greater risk.

Forecasts based on projections from the past become unreliable. Invaders from previously unrelated sectors change the rules of the game overnight. In so volatile a competitive environment, strategy is no longer a matter of positioning a fixed set of activities along a value chain. Increasingly, successful companies do not just add value, they reinvent it.

Their focus of strategic analysis is not the company or even the industry but the value-creating system itself, within which different economic actors—suppliers, business partners, allies, customers—work together to co-produce value. Their key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilize the creation of value in new forms and by new players. And their underlying strategic goal is to create an ever-improving fit between competencies and customers.

To put it another way, successful companies conceive of strategy as systematic social innovation: the continuous design and redesign of complex business systems. In an industry where few companies move beyond their home-country base, IKEA has created a global network of more than stores.

IKEA is able to keep costs and prices down because it has systematically redefined the roles, relationships, and organizational practices of the furniture business.

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The result is an integrated business system that invents value by matching the various capabilities of participants more efficiently and effectively than was ever the case in the past. The company offers customers something more than just low prices.Also, the GPS navigation system provided by the car rental company was indispensable. All of the documents provided by Nordic Visitor were excellent.

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The booking process was easy and very comprehensive. We received our documents in plenty of time to view our options for visiting sites while on the trip. Sindre was always prompt in answering any e mail questions we had prior to our departure. Rental car pick up was a breeze as the location for pick up was less than three blocks from our hotel in Oslo. The hotel choices were superior.

Our tour guide, Gunner Birgisson, was awsom. He anticipated all our needs and had a wonderful sense of humor. The information and stories he provided all the way were amazing and most of the time hilarious. Will definitely book other trips through Nordic Visitor again.

designing interactive strategy harvard business review

Service from Nordic Visitor was wonderful. Excellent experience both in booking arrangements and the quality of our visit. Having all the accommodation arranged ahead of time made for a stress free visit and the glacier walk was outstanding in all ways.

We enjoyed Iceland - it is a stunningly beautiful country. Next time we will seek more experiences away from popular tourist destinations probably some day hikes in national parks and will ask for your advice in arranging that visit. She was so helpful throughout the process and answered all our questions in a timely manner. I don't have anything negative to say, she was truly spectacular. By far the best travel agent we have ever had. I don't know what we would have done without her.

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designing interactive strategy harvard business review

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You must have iTunes installed with an active iTunes account in order to download and install the software. This download may not be available in some countries. Login or create an account to post a review.Prints charming: biometric security reaches the billions. Deloitte Global predicts that the active base of fingerprint-reader-equipped devices will top one billion for the first time in early 2017. There are multiple private and public organizations which should consider how best to exploit the growing base of fingerprint readers and the large number of individuals who have become accustomed to using them on their phones.

Click here to view the infographicDDoS attacks enter the terabit era. Deloitte Global predicts in 2017, Distributed Denial-of-Service (DDoS) attacks, a form of cyberattack, will become larger in scale, harder to mitigate and more frequent.

Over the past few years, it has been a game of cat and mouse in which neither side has become too powerful, but this might change in 2017 due to the abundance of insecure IoT devices and the fact that large-scale attacks which exploit IoT devices' vulnerabilities have become simpler to execute.

From value chain to value constellation: designing interactive strategy.

Click here to view the infographicSafety first: the road to self-driving starts with a stop. Deloitte Global predicts that by 2022, annual US motor vehicle fatalities could fall by 6,000. Although there are other motor vehicle safety technologies that are likely to contribute to this reduction, the single greatest factor will be automatic emergency braking (AEB) technologies.

Click here to view the infographic5G: a revolution in evolution, even in 2017.

Designing Interactive Strategy

The technology building blocks for 5G readiness are being deployed in 2017, and in some markets are already in place. Its long fuse, which incorporates interim milestones in the forms of LTE-A and LTE-A Pro, has already been lit.

designing interactive strategy harvard business review

While 5G is a significant, complex upgrade to 4G, it is not a single-step upgrade from the first release of 4G, but rather the culmination of many years of sustained upgrades to 4G networks. Click here to view the infographicBrains at the edge: machine learning goes mobile. In 2017, over 300 million smartphones will have on-board neural network machine-learning capability.

designing interactive strategy harvard business review

Where there is connectivity, on-board machine learning may allow tasks to be done better and faster, or with more privacy. Click here to view the infographicThe great indoors: the final frontier for digital navigation. By 2022, at least a quarter of all uses of precision digital navigation will include an indoor leg or be for an entirely indoor journey.

Growth will be stimulated by sustained improvements in the accuracy of indoor navigation over the medium term. Precise indoor navigation's potential is significant, is likely to benefit most vertical sectors, and have impacts on government, businesses and consumers alike. Click here to view the infographicTV advertising in the US: flat is the new up. Deloitte Global predicts that US TV advertising revenue in 2017 will be flat with 2016. For an industry widely thought to be following the sharply negative trend of other traditional media, flat is the new up.

Although traditional TV advertising is not growing as rapidly as it used to and is losing share to digital, it still remains an important advertising medium.

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