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Creating Strategic Leverage (by Milind Lele)

  • Creating Strategic Leverage (by Milind Lee)
    • Introduction
      • Changing the way managers think about their company’s long-term direction
      • Contributions of the book to the field of strategy
    • Understanding strategic leverage
      • Strategic Leverage: A New Paradigm
      • Industry structure and strategic leverage
      • How competitive position restricts leverage and limits choices
      • How competitive forces affect leverage
    • Analyzing strategic leverage
      • Analyzing freedom to maneuver
      • Likely returns of the three generic strategies
      • How strategic leverage and company choices change as industries evolve
      • Strategic mapping: a tool for visualizing leverage
      • Using market signals to create or modify leverage
    • Exploiting strategic leverage
      • Selecting strategies that exploit leverage
      • How successful new products capitalize on leverage
      • How strategic leverage influences product tactics
      • Why channels can become industry “fault lines”
      • Using pricing to create maneuver and maintain leverage
    • Notes


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




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