01499nam a22002657a 4500003000400000005001700004008004100021022001400062040001700076041001200093100003000105245004500135260003400180362007100214520067500285650001300960653003000973653002601003653002201029653002101051653002101072653001901093653001701112856010401129OSt20251103115237.0250910b        |||||||| |||| 00| 0 eng d  a0017-8012  aEnglishctbs  aEnglish  aPorter, Michael E.d1947-  aWhat Is Strategy? c/ Michael E. Porter   bHarvard Business Reviewc1996  aHarvard Business Review. Nov-Dec, 1996, Vol. 74 Issue 6, p61, 18 p  aFor nearly two decades, managers have followed new rules: be flexible, benchmark constantly, outsource efficiently, and focus on core strengths. Traditional positioning has been dismissed as too static, with the belief that any advantage is short-lived.

Yet these are dangerous half-truths. While globalisation and agility matter, much of today’s so-called hypercompetition is self-inflicted. The real problem is confusing operational effectiveness with strategy. Tools like benchmarking or reengineering improve performance but don’t create lasting advantage. As managers chase improvement on every front, they risk losing clear, sustainable competitive positions. 0aStrategy  aOperational Effectiveness  aCompetitive Advantage  aCore Competencies  aHypercompetition  aManagement Tools  aSustainability  aBenchmarking  uhttps://bibliotheque.tbs-education.fr/Default/doc/edsgao/_b64_ZWRzZ2NsLjE4ODk2OTY0/what-is-strategy