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Global Strategies: Insights from the World's Leading Thinkers (The Harvard Business Review Book Series) Hardcover – September 1, 1994


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Product Details

  • Series: The Harvard Business Review Book Series
  • Hardcover: 240 pages
  • Publisher: Harvard Business School Pr (September 1994)
  • Language: English
  • ISBN-10: 0875845614
  • ISBN-13: 978-0875845616
  • Product Dimensions: 9.6 x 6.3 x 1.1 inches
  • Shipping Weight: 1.2 pounds
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #5,026,260 in Books (See Top 100 in Books)

Editorial Reviews

From Booklist

As part of an ongoing series dealing with key business topics of current interest, this book contains 14 readings from the Harvard Business Review. The contributors, including such notables as Michael E. Porter, Kinichi Ohmae, Christopher A. Bartlett, Gary Hamel, and C. K. Prahalad, discuss the myriad aspects of global issues. This reader is appropriately divided into three parts: the global challenge, developing a global strategy, and winning in foreign markets. All but four of the readings come from articles published in the past five years. The volume is well organized with a preface and an afterword, a brief abstract of each reading, and a short biographical sketch of each of the 23 contributing authors and coauthors. This consequential book presents a compelling vision of competitive strategy in an increasingly borderless world. Recommended for a wide audience of practicing executives, consultants, and business academics. Joseph Leonard

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Format: Hardcover
Globalization is forcing companies to rethink strategies, redesign organizations, seek new partnerships and open both minds and boundaries. Managers try to match competitive advantages of their global rivals by changes such as moving manufacturing offshore but few go beyond mere imitation and are trapped in an endless game of catch up. Regaining competitiveness may require rethinking competitor analysis through strategic intent. In 1970 Komatsu, Honda and Canon were small compared to their US rivals Caterpillar, American Motors and Xerox but by beginning with ambitions out of all proportion to their resources and capabilities sustained over a 10 to 20 year quest for global leadership, these Japanese firms became world players. The American firms had misinterpreted the strategic intent of the Japanese. Not possessing long-term, competitor-focused goals themselves, Western companies did not ascribe such intentions to their rivals. They calculated the threat posed by potential competitors in terms of their existing resources rather than their resourcefulness. As they were oblivious to the strategic intent and intangible advantages of their rivals, American and European businesses were caught off guard.
Strategic intent is more than ambition; it includes focusing on winning, motivating staff, encouraging individual and team contribution, sustaining enthusiasm and using intent to guide resource allocation. Strategic intent implies a sizable stretch for an organization. Current capabilities and resources will not suffice. This forces the organization to be more inventive and make the most of limited resources.
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