Entity Dossier
Company

HP

Strategic Concepts & Mechanics

Strategic ManeuverEngage with the Expected, Win with the SurprisingMental ModelSnowmobile Synthesis from Unrelated PartsImplementation TacticPromote the Practitioners, Remove the ResistersStrategic ManeuverShape the Market Before the Fight BeginsOperating PrincipleFingerspitzengefühl Through Deliberate ApprenticeshipMental ModelImplicit Communication Beats Explicit by Orders of MagnitudeIdentity & CultureGarden Design Over Seed SelectionCompetitive AdvantageEinheit Outweighs Weapons CountMental ModelOrientation Is the Schwerpunkt, Not SpeedStructural VulnerabilityTwenty-Eight Years to Install Toyota's SystemMental ModelIf You Can Be Sand-Tabled, You Have No StrategyCompetitive AdvantageAsymmetric Fast Transients Beat Superior ForceIdentity & CultureSurvival on Your Own Terms as Strategic North StarRisk DoctrineClosed Systems Always Run DownStrategic ManeuverReconnaissance Pull Over Central PlanningCapital StrategyCost Reduction as Daily Operating DisciplineImplementation TacticMission Contract Replaces MicromanagementStructural VulnerabilityFog Grows Inside the Slower OrganizationDecision FrameworkBe the Customer, LiterallyMental ModelSchwerpunkt Is a Focusing Concept, Not a GoalMental ModelBad News Is the Only Useful IntelligenceOperating PrinciplePower as Potential, Not GuaranteeOperating PrincipleCrafted Not Designed — Strategy Through ExperimentationMental ModelProcess Power: Complexity Makes Imitation Take DecadesMental ModelSurplus Leader Margin: Price to Zero-Profit the FollowerStrategic ManeuverConvert Variable Costs to Fixed Costs at ScaleStrategic PatternCounter-Positioning Is Partial — Stack Another PowerMental ModelSwitching Costs Only Pay on the Second SaleMental ModelOnly Seven Moats Exist — Name Yours or You Have NoneMental ModelBenefit Without Barrier Is Just a Head StartStructural VulnerabilityFive Stages of Counter-Positioned Incumbent GriefMental ModelThe Incumbent's Strength IS Your BarrierCompetitive AdvantageAgency and Cognitive Bias Amplify the BarrierMental ModelNetwork Tipping Points Make Late Entry UnthinkableStrategic PatternStep-Function Ascent, Not Linear GrowthStrategic ManeuverCounter-Position by Making the Incumbent's Best Move SuicidalMental ModelEvery Power Starts with Invention, Not AnalysisMental ModelStatics Tell You the Destination; Dynamics Tell You the RouteMental ModelIndustry Economics × Competitive Position = Power IntensityRisk DoctrineCollateral Damage Decays Over TimeDecision FrameworkStrategically Separate Businesses Need Separate StrategiesDecision FrameworkCornered Resource Must Be Sufficient Alone

Primary Evidence

"Consider the original Apple ad for the Mac that ran during the 1984 Super Bowl—it helped create a cadre of loyalists that have kept the company alive for 20 more years, despite the fact that for years, Apples were slower and more expensive than comparable PCs from Dell, HP, or IBM.96 It is not uncommon to read postings on the Mac Internet forums urging people to buy some accessory or software “to help support Apple.” Similarly, many people drive the 300 mile roundtrip from my home in Atlanta to Birmingham, Alabama, to fly Southwest Airlines, and…"

Source:Certain to Win

"Even her careful preparation was insufficient, however. Starting when the system went live at the beginning of June and continuing throughout the rest of the month, as many as 20 percent of customer orders for servers stopped dead in their tracks between the legacy order-entry system and the SAP system.36 HP was not the only company selling servers—customers could easily turn to Dell or IBM. So, as backlog piled up, HP started to lose business. In her conference call with analysts HP CEO Carly Fiorina later stated that this snafu resulted in a $160M financial hit. The HP experience perfectly exemplifies not only the high Switching Costs (considerably more than the software itself) an ERP migrator can expect, but also the intimidating uncertainty which surrounds the planning for such a migration."

Source:7 Powers

Appears In Volumes