000			01561nam a22002897a 4500
003			OSt
005			20251103115237.0
008			250910b |||||||| |||| 00| 0 eng d
022			_a0017-8012
040			_aEnglish _ctbs
041			_aEnglish
100			_aPorter, Michael E. _d1947- _923689
245			_aWhat Is Strategy? _c/ Michael E. Porter
260			_bHarvard Business Review _c1996
362			_aHarvard Business Review. Nov-Dec, 1996, Vol. 74 Issue 6, p61, 18 p
520			_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.
650		0	_aStrategy _91208
653			_aOperational Effectiveness
653			_aCompetitive Advantage
653			_aCore Competencies
653			_aHypercompetition
653			_aManagement Tools
653			_aSustainability
653			_aBenchmarking
856			_uhttps://bibliotheque.tbs-education.fr/Default/doc/edsgao/_b64_ZWRzZ2NsLjE4ODk2OTY0/what-is-strategy
942			_2lcc
999			_c5129 _d5129