The Strategist
Cynthia Montgomery
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Chapter 7
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This organic view of strategy recognizes that whatever constitutes strategic advantage will eventually change. It underscores the difference between defending a firm's added value as established at any given moment and something far more important: ensuring that a firm continues to add value over time. This is what endures—not a particular purpose, a particular advantage, or a particular strategy, but the ongoing need to add value, always.
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Chapter 8
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"Managers who get caught in the trap of overwhelming demands become prisoners of routines," wrote Heike Bruch and Sumantra Ghoshal, in A Bias for Action
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Who says, "This is our purpose, not that. This is who we will be. This is why our customers and clients will prefer a world with us rather than without us"? These are the questions the strategist must own. While existence may be given, essence never is.
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nothing is more important for any firm than a clear sense of purpose, a clear sense of why they matter
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