Strategy model making has become a lucrative and growing industry. This industry appears to have no real purpose but superficially peddles the idea of a turnkey solution which is neither generic nor sustainable. As a result, the solution has now become part of the problem, obscuring the real issue. This paper exposes the risks and limitations associated with the products of the model‐making industry in order to demonstrate how organisations should treat strategy formulation and implementation. This remains an important but misrepresented area. The approach proposed in this paper links the concepts of continuous revolution with constant evolution in a way that explains competitive survival.
International Journal of Operations & Production Management – Emerald Publishing
Published: Sep 1, 1998
Keywords: BPR; Competitive strategy; Modelling; Strategy
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