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Strategy Into Performance

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Given the HBR article entitled Turning Great Strategy into Great Performance, how do the following statements from that article align with general ideas from Porter, Rumelt, and Collins/Hansen?

P. 210: ". . . the business's cost position still lags behind that of its major competitors."
" . . . despite the enormous time and effort that goes into strategy . . . many have little to show for the effort."
P. 213: Companies rarely track performance. See Collins, Great by Choice page 21 for the emphasis on discipline.
https://hbr.org/2005/07/turning-great-strategy-into-great-performance

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This posting discusses how the ideas of different authors are aligned when discussing implementation of strategy.

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The following excerpts from the HBR article Turning Great Strategy into Great Performance line up with the thoughts of Porter, Rumelt, and Collins Hansen.

"The business's cost position still lags behind that of its major competitors" aligns with the idea from Porter who says that a firm implements a cost leadership strategy when it seeks to gain competitive advantage by reducing its costs below the costs of competing firms. If the cost position still lags behind that of its major competitors, then the firm cannot gain a competitive advantage. According to Rumelt, the business owners must ensure that the internal objectives of the firm are aligned with external goals. In this case, the internal cost position of the firm is behind that of major competitors. From the point of view of Rumelt, the internal objectives of the firm are not aligned with its external goals (a). The strategy implementation is faulty. From the point of view of Collins Hansen, those firms that are successful take responsibility for the ...

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