Strategy

Position

Aggresive

Evaluation

Leadership intent, clearly

communicated and acted upon

Prioritization of

strategic initiatives to

focus on the most

important things

Performance culture focused on continuos improvement and results

Aligned people, processes and

systems

Supports ROI calculations

Provides international consistency

Works with all existing frameworks

Builds employee engagement

The organization sacrifices flexibility in favor of efficiency and responding to the challenge of the First.

The organization may require access to risk capital finance

Manufacturing focuses on efficient automation for large-scale production

Sales identifies and reaches faborable market segments

A new technology appears in its developmental phase, when it is not in direct competition with the technology in use at the time

Technologies that were emerging but have managed to have a strong competitive impact, but are only known and controlled by the market leaders

There is little return from the technology in comparison with the investment effort made.

It is commercially available although there is not enough information about its applications (technology in evaluation). The relation between the investment made and return is low

S Live curve of technology

Modified ADL Tool

Technnology Dilemma

Lyfe cycle of a product

Invest to sustain growth

Maintain or build market share

Repel challenges from competitors

Create barriers to entry (branding, customer loyalty, quality advantages)

Invest to increase market share

Try to build competitive advantage (eg. Selective market segmentation and positioning

Build selectively and invest in the most likely stars

Cash flow likely to be negative

Defende market share

Reduce investment in order to maximise cash flow and profits

Use profits from CASH COWS to invest in question marks and stars

Not worth investing in

Uses up more management time and resources tan cabe justified

Phase out or sell off

Accelerate

Balance exploration and exploitation

Measure and manage portfolio economics of experimentation

Select swiftly

McKinsey Matrix

SPACE Matrix

Ansoff Growth Matrix

S Curves Matrix

[VALUE] whether the resources owned by a company are currently able to take advantage of existing opportunities or address the impending threat

[RARE_SCARCITY] whether the resources they have are only owned by a small number of competitor companies

[INTERACTION] whether the company has a cost disadvantage if they do not interact between departments.

[ORGANIZATION]

whether the policies or procedures adopted by the company can provide something such as value which is rare and difficult to replicate.

If suppliers try to increase the output price

If customers add pressure to obtaing a better-quality product, service and price

If workers want higher salaries

If financers want a greater profitability