HP

Strategic Concepts & Mechanics

Strategic ManeuverShape the Market Before You Enter It

Mental ModelTrust Is the Bandwidth of Implicit Communication

Structural VulnerabilityBad News Is the Only Useful Intelligence

Implementation TacticSchwerpunkt Over Vision Statement

Strategic PatternAmbiguity Outperforms Deception

Strategic ManeuverEngage with the Expected, Win with the Surprise

Decision FrameworkBe the Customer Literally

Mental ModelReorientation Speed Beats Execution Speed

Identity & CultureGardens Not Machines

Operating PrincipleDirections Beat Goals

Competitive AdvantageGroup Feeling as the Ruling Factor

Strategic ManeuverReconnaissance Pull Over Central Planning

Strategic ManeuverDelight Is the Ch'i of Business

Implementation TacticFingerspitzengefühl Through Decades, Not Seminars

Mental ModelIf You Can Be Modeled, You Have No Strategy

Strategic PatternToyota as Maneuver Warfare in Manufacturing

Mental ModelFog Grows Inside the Slower Organization

Implementation TacticPromote the Doers, Remove the Resisters — One Night

Competitive AdvantageSnowmobile Building as Innovation

Operating PrincipleOrientation as the Schwerpunkt

Implementation TacticThe Mission Contract Replaces Over-Control

Operating PrinciplePower as Potential, Not Guarantee

Operating PrincipleCrafted Not Designed — Strategy Through Experimentation

Mental ModelProcess Power: Complexity Makes Imitation Take Decades

Mental ModelSurplus Leader Margin: Price to Zero-Profit the Follower

Strategic ManeuverConvert Variable Costs to Fixed Costs at Scale

Strategic PatternCounter-Positioning Is Partial — Stack Another Power

Mental ModelSwitching Costs Only Pay on the Second Sale

Mental ModelOnly Seven Moats Exist — Name Yours or You Have None

Mental ModelBenefit Without Barrier Is Just a Head Start

Structural VulnerabilityFive Stages of Counter-Positioned Incumbent Grief

Mental ModelThe Incumbent's Strength IS Your Barrier

Competitive AdvantageAgency and Cognitive Bias Amplify the Barrier

Mental ModelNetwork Tipping Points Make Late Entry Unthinkable

Strategic PatternStep-Function Ascent, Not Linear Growth

Strategic ManeuverCounter-Position by Making the Incumbent's Best Move Suicidal

Mental ModelEvery Power Starts with Invention, Not Analysis

Mental ModelStatics Tell You the Destination; Dynamics Tell You the Route

Mental ModelIndustry Economics × Competitive Position = Power Intensity

Risk DoctrineCollateral Damage Decays Over Time

Decision FrameworkStrategically Separate Businesses Need Separate Strategies

Decision 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

Certain to Win 7 Powers