One could argue that “what business are we really in” is the most important question to ask about his company a leader. But maybe right up there with the classic Peter Drucker interrogatory is this: What is your business model? Thus, the authors, the way to right to argue that the company in search of forms of competitive advantage – sources of distinctiveness, the durable, hard to copy and valuable on the market – should take a look at their management model. This means that they … Read more »

One could argue that “what business are we really in” is the most important question to ask about his company a leader. But maybe right up there with the classic Peter Drucker interrogatory is this: What is your business model? Thus, the authors, the way to right to argue that the company in search of forms of competitive advantage – sources of distinctiveness, the durable, hard to copy and valuable on the market – should take a look at their management model. That is, they should consider the decisions of top executives, how they define goals, motivate and coordinate efforts made resources. How do they define the work of the administration, in other words. Not only do the authors provide a framework for this discussion – Divide companies’ business models in four choices – but they provide a list of questions to ask leaders to determine which management model may be right for their business. Clearly, when it comes to management models, has a size not fit all. And it is equally obvious that similar size companies in the same industry may choose different models, depending on their particular circumstances. While the model you choose is of the utmost importance, so is the process they follow – and think who use it -., To select it
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from
Rob Cross,
Robert J. Thomas,
David A. Light
Source: MIT Sloan Management Review
10 pages.
Release Date: 1 January 2009. Prod #: SMR300-PDF-ENG
As ‘Who You Know’ affects what you decide HBR case solution