One could argue that "what business are we really in" is the most important question a leader can ask about his company. So argue the writers, who accurately point out that firms seeking for forms of competitive advantage -- sources of distinctiveness that are difficult to replicate, lasting and valuable in the marketplace -- should take a look at their management model.
They define the work of direction, in other words. Not only do the authors offer a framework for this discussion - splitting companies' business models into four potential choices - but they furnish a list of questions leaders can ask to determine which management model may be appropriate for their firm. Certainly, as it pertains to direction models, one size doesn't fit all. And it is equally obvious that similar-size businesses in the exact same sector may pick differing models, depending on their own specific situation. While the model they pick is of extreme value, so, too, is the procedure they follow - and the thinking they use - to pick it.
PUBLICATION DATE: January 01, 2009 PRODUCT #: SMR300-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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