Performance implications of strategic changes: An integrative framework Harvard Case Solution & Analysis

Businesses often begin strategic changes to adapt to an evolving environment or to better performance and their competitiveness. In this informative article, I examine why some strategic changes are not unfruitful whereas others are not, for the firms that initiate them. I propose that tactical changes are likely to be most productive when their possibility to enhance competitiveness is high as well as the stakeholder commitment is likely to be high.

At the other end of the spectrum, companies should avoid implementing tactical changes where the stakeholder commitment is not high and that have low potential to boost competitiveness. Being bad tactical choices, these changes may not enhance competitiveness or performance, but, actually, detract from them. I also offer a group of recommendations to firms to help them avoid making poor options that are strategic.

Performance implications of strategic changes An integrative framework case study solution

This is just an excerpt. This case is about STRATEGY & EXECUTION

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