Executive Analysis

Description

This assignment is based on the article ‘Clusters and the new economics of competition’ in page 644 of the book Strategy- An International Perspective 7th Ed which is attached below. To prepare a write-up you should: Prepare a brief ‘point form’ summary of your understanding of given paper based on your
readings, work experience, talking to industry insiders and leaders etc. Your analysis of the paper should be presented using persuasive techniques of writing. This requires
you to address the paper from various perspectives. How can various concepts of corporate strategy help to address the topic of the allocated paper?
Support your discussion by using practical examples from your life, work experience or media
resources.What can be learnt from this paper? Can the lessons from this paper be generalized and transferred
to business situations?The example of the form of this analysis is also attached .

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Executive Analysis
Prepared by John Citizen (19000000)
THE CORE COMPETENCE OF THE CORPORATION
By C.K Prahalad and Gary Hamel
Article Summary
The article introduces the concept of core competence and the essential and difficulty in
developing corporate competences in ever changing and dynamic business environment.
The authors highlighted the importance of building core competence in long-term success, so
the critical issue is how management performs to identify, analyse and build core
competences in their organization as well as how those core competences can be linked to
core and end products which finally adds to efficiency value chain.
There has been an invisible battle of world-class corporations in building core competences
which is critical to win in gaining competitive advantages and adapting with changing
globalization.
Main Findings
(*) The roots of competitive advantages:
–
Short run: corporations focus on price and performance attribute to differentiate
products.
–
Long run: core competencies are changing to ability to build products at lower cost
and more speedily than rivals.
 There is a requirement for consolidating and harmonizing corporate-wide
technologies and production skills into competencies and products so that
each SBU is empowered to quickly adapt to changing environment and to
deliver value to customers.
(*) Different perspectives on term “core competence”:
– Gallon, Stillman and Coates (1995): Core competencies are considered as collective
not individual learning or skills. Core competence is the way that work performs,
the ability to coordinate diverse production skills and harmonize multitude
technologies into customers’ value.
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Executive Analysis
Prepared by John Citizen (19000000)
– Prahalad ad Hamel (1990): Core competence is the comprehensive communication,
involvement and commitment to work across organizational boundaries due to the
involvement of all levels and functions.
– Coyne, Hall and Clifford (1997): Core competence is a combination of
complementary expertise and knowledge bases consolidated in a group providing
superior products.
 Core competencies should be built, nurtured, developed and protected.
Example of building core competencies lead to successful business:
– According to Faiz (2014), Nokia traditionally manufactured rubber boots, then it
built competencies on technology and telecommunication infrastructure which
became the major contributor to mobile telephony. Moreover, Nokia also opened
new market and became mobile phone market leader thanks to their innovative
technologies.
– Bosch is a world leading multinational engineering and electronics company. The
company has a long history to produce innovative, efficient, reliable and highquality products to customers. The company builds up “innovation cluster” to
connect energy, exchange knowledge and test new ideas where the software and
systems play the main role (Delic 2012).
(*) Distinction between core competencies, core products and end products: There is
tangible link between identified core competencies and end products which is core products.
Danilovic and Leisner (2007) applied the domain mapping matrix to analyse the patterns
between core competencies and core products. The finding of this study was supported by
existing literatures that patterns across core competencies and core products could be related
to each other and clustered into few areas. Besides, the research suggested that small
corporations depend on collaboration with other companies in different organizational
settings. In other words, alliances can be utilized to strengthen core competencies, exploit
core product and outsource non-core competencies.
(*) Test to identify core competencies:
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Do the core competencies support the access to wide variety of market?
Executive Analysis
–
Prepared by John Citizen (19000000)
What are the benefits of core competencies to the perceived customer
satisfaction and end products?
–
Is it difficult for competitors to imitate the core competencies?
(*) The tyranny of SBUs caused by the increased complexity in managing multiple product
and business portfolio. There is a mismatch of vision, mission and goal between SBUs and
corporation which may lead to:
–
SBU managers underinvest in developing core competencies and products because
they believe this action is not their responsibility as well as fail to identify change
and effort of competitor in building core competencies.
–
SBUs try to imprison their resource such as unique competencies through talented
capital because they do not get the point to do so. When competencies become
imprisoned, SBUs do not only isolate themselves from others but also miss most
opportunities for development.
–
SBUs bound their innovation because they are invisible to recognize corporate core
competencies. Instead, individual SBU may pursue limited innovation which is
close to them.
(*) Strategic Architecture: Corporations need to develop effective strategic architecture to
minimize the impact of sacrosanct SBUs because strategic architecture provides a logical
roadmap of the future that identify and highlight the importance of building corporate core
competences. Thus, a template for top management decision making is well perceived and
practices.
Some fundamental questions for management to answer to build strategic architecture that
helps each level of management perform consistently:
–
How long could the organization preserve competitive advantage if it could not
control this particular core competence?
–
How important is this core competence to gain customer benefits?
–
What future chances would be foreclosed if the organization lost this
competence?
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Executive Analysis
Prepared by John Citizen (19000000)
 Strategic architecture forces the organization to commit to the resource, technical and
production linkages across SBUs to build corporation strengths in the long term such as
capable managerial teams, organization’s agility and collaboration.
An example of successful strategic architecture is IBM – world-class technology corporation.
The company builds their enterprise architecture via the alignment of four key areas (Schafrik
2011):
–
Business: organization chart, strategies, processes
–
Information: physical data model
–
Application: portfolio, interfaces
–
Infrastructure: technology reference model
Conclusion
The importance of core competence:
–
Works as the glue to bind existing multiple businesses
–
Works as the engine for new business development or emerging market expansion
The management issues:
–
Ability to understand, identify and keep corporate core competencies
–
Unable to link core competencies, core products and end products
–
Ability to identify core products among deliverables and end products
–
Ignore or devaluate rival’s core competencies
–
Ensure the transparent understanding about core competence theory across SBUs
and levels.
Practical Application
A famous case study about Kodak who dominated the photography and imaging business for
a century until the era of digital age was developed by Mendes (n.d). Historically, Kodak
maintained its competencies mostly in film and paper, chemicals and proto processing but in
the new digital age where technologies are key, the company failed to cope with the change
and develop new competencies. The competition was more intensive where traditional
imaging battled with desktop inkjet player (HP, Cannon), internet competitors (Snapfish) or
kiosk makers (Sony, Mitsubishi). The vale chain of Kodak was modified:
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Executive Analysis
Prepared by John Citizen (19000000)
Figure 1 – Kodak’s Value Chain Pre-digital age (Mendes, n.d)
Figure 2 – Kodak’s Value Chain Post-digital age (Mendes, n.d)
The new stages added to value chain after digital age demonstrated that Kodak was lack of
core competency to compete with its competitors. The changing of external factor weakened
Kodak’s ability to cope with change in image capture and extended needs from customers.
Instead of building new core competencies to adapt to changes, Kodak took action very slow
as its shifted the view of Resource Based View to Market Based View. Kodak is a famous case
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Executive Analysis
Prepared by John Citizen (19000000)
study for an example of inability to identify and build core competencies in required time.
Consequently, Kodak lost its leader market share to rivals and its brand value was declined.
Limitations
Limited analysis about the case of applying core competence concepts to small and medium
business where the approach may be different due to the limited resource and scope.
The systematic view on how to build and develop core competencies is not comprehensively
discussed.
The analysis did not consider the differences between organizations such as industry, size,
maturity… when arguing about core competence concept.
Lessons Learnt
Core competence theory should be learnt and understood by top management before
cascading throughout the organization.
The identification and development of core competencies does not mean the management
and consolidation of unique characteristics from SBUs. Instead, it is the harmonization and
synergy to ensure resources, technologies and skills are effectively exchanged and utilized.
There is a risk of losing core competencies to competitors if the organization fails to manage
core competencies.
The development of core products is important to link core competencies with end products.
References
Coyne, K. P., J. D., Hall, and P. G. Clifford. 1997. “Is Your Core Competence a Mirage?”
McKinsey Quarterly Mar (1): 40-55.
Danilovic, Mike and Peter Leistner. 2007. “Analysing core competence and core product for
developing agile and adaptable corporation.” Paper presented at 9th International
Design Structure Matrix Conference Munich, Germany, 16-18 October, 2017.
https://www.designsociety.org/downloadpublication/27692/Analyzing+core+compete
nce+and+core+products+for+developing+agile+and+adaptable+corporation.
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Executive Analysis
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Delic, Melita. 2012. “Bosch: strong core business is basis for further development.” Robert
Bosch GmbH. https://www.bosch-presse.de/pressportal/de/en/bosch-strong-corebusiness-is-basis-for-further-development-41724.html.
Faiz, Mohammad Abu. 2014. “Organization’s Core Competencies; A Key for Successful &
Happy Organization.” International Journal of Accounting and Business Management 2
(1): 6-16.
Gallon, M., H. M., Stillman, and D. Coates. 1995. “Putting Core Competency Thinking into
Practice, Research.” Technology Management 38 (3): 20-29.
Mendes, George. n.d. “What went wrong at Eastman Kodak.” The Strategy Tank. Access 23rd
August 2018.
http://strategytank.awardspace.com/articles/What%20went%20wrong%20at%20East
man%20Kodak.pdf.
Prahalad, C. K., and Gary Hamel. “The Core Competence of the Corporation.” Harvard
Business Review 68 (3): 79-91.
Schafrik, Franki. 2011. “A practical guide to develop enterprise architecture.” IBM.
https://www.ibm.com/developerworks/rational/library/enterprise-architecturemaximum-value/index.html.
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Seventh Edition
STRATEGY
A n I n t e r n at i o n a l P e r s p e c t i v e
The first four editions of Strategy: Process, Content and Context were co-authored by Bob de Wit and
Ron Meyer. The fifth, sixth and seventh editions were authored by Bob de Wit.
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
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Strategy: An International Perspective,
© 2020, Cengage Learning EMEA
7th Edition
ALL RIGHTS RESERVED. No part of this work may be reproduced,
Bob de Wit
Publisher: Annabel Ainscow
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Print Number: 01   Print Year: 2020
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To Pam and Liz
and
Leen and Anneke
Family Matters
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Brief contents
Section
I
Section
II
Section
III
Section
IV
Section
STRATEGY
1
1 Introduction
2 Strategizing
3 Missioning and visioning
2
55
131
STRATEGY CONTENT
179
4 Business level strategy
5 Corporate level strategy
6 Network level strategy
182
242
295
STRATEGY PROCESS
343
7 Strategy formation
8 Strategic change
9 Strategic innovation
345
399
448
STRATEGY CONTEXT
515
10 The industry context
11 The organizational context
12 The international context
517
563
605
CASES
655
Index
827
V
v
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Contents
List of exhibits
Acknowledgements
Preface
Teaching & Learning Support Resources
Section
I
xii
xiv
xvi
xxii
Strategy1
1 Introduction
The nature of strategy
Identifying the strategy issues
Structuring the strategy debates
Managing strategy paradoxes
Developing an international perspective
2
2
2
3
10
16
19
Introduction to the readings
Reading 1.1 Complexity: The nature of real world problems
by Richard Mason and Ian Mitroff  
Reading 1.2 Managing strategic contradictions
by Wendy K. Smith and Michael L. Tushman
Reading 1.3 Cultural constraints in management theories
by Geert Hofstede
24
References
49
Strategizing
55
Introduction
The issue of strategic reasoning
The paradox of logic and intuition
Perspectives on strategizing
Managing the paradox of logic and intuition
Strategic thinking in international perspective
55
Introduction to the readings
Reading 2.1 Explicating dynamic capabilities: The nature and
microfoundations of (sustainable) enterprise performance
by David J. Teece
Reading 2.2 Exploring intuition and its role in managerial decision making
by Erik Dane and Michael G. Pratt
76
25
32
42
56
61
65
72
73
77
91
vi
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CONTENTS   vii
3
Section
II
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Reading 2.3 Psychological foundations of dynamic capabilities:
Reflexion and reflection in strategic management
by Gerard P. Hodgkinson and Mark P. Healey
108
References
118
Missioning and Visioning
131
Introduction
The issue of organizational purpose
The paradox of profitability and responsibility
Perspectives on missioning and visioning
Managing the paradox of profitability and responsibility
Missioning and visioning in ­international perspective
131
Introduction to the readings
Reading 3.1 The social responsibility of business is to increase its profits
by Milton Friedman
Reading 3.2 Stockholders and stakeholders: A new perspective on
corporate governance
by Edward Freeman and David Reed
Reading 3.3 Creating shared value: How to reinvent capitalism and unleash
a wave of innovation and growth
by Michael E. Porter and Mark R. Kramer
152
References
175
138
139
143
148
150
154
157
163
STRATEGY CONTENT179
4
Business Level Strategy
182
Introduction
The issue of competitive advantage
The paradox of markets and resources
Perspectives on business level strategy
Managing the paradox of markets and resources
Business level strategy in international perspective
182
Introduction to the readings
Reading 4.1 Strategy from the outside in
by George S. Day and Christine Moorman
Reading 4.2 Firm resources and sustained competitive advantage
by Jay Barney
Reading 4.3 Dynamic capabilities: An exploration of how
firms renew their resource base
by Véronique Ambrosini, Cliff Bowman and Nardine Collier
209
References
238
182
196
200
206
208
211
218
226
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viii  CONTENTS
5 Corporate Level Strategy
Introduction
The issue of corporate configuration
The paradox of responsiveness and synergy
Perspectives on corporate level strategy
Managing the paradox of responsiveness and synergy
Corporate level strategy in international perspective
242
Introduction to the readings
Reading 5.1 Strategy and the business portfolio
by Barry Hedley
Reading 5.2 The core competence of the corporation
by C.K. Prahalad and Gary Hamel
Reading 5.3 Seeking synergies
by Andrew Campbell and Michael Goold
264
References
293
6 Network Level Strategy
Section
III
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242
242
247
254
260
262
265
272
280
295
Introduction
The issue of inter-organizational relationships
The paradox of competition and cooperation
Perspectives on network level strategy
Managing the paradox of competition and cooperation
Network level strategy in international perspective
295
Introduction to the readings
Reading 6.1 Collaborate with your competitors – and win
by Gary Hamel, Yves Doz and C.K. Prahalad
Reading 6.2 Creating a strategic centre to manage a web of partners
by Gianni Lorenzoni and Charles Baden-Fuller
Reading 6.3 Coevolution in business ecosystems
by James F. Moore
319
References
339
295
304
308
314
316
320
325
334
Strategy process343
7
Strategy Formation
345
Introduction
The issue of realized strategy
The paradox of deliberateness and emergence
Perspectives on strategy formation
Managing the paradox of deliberateness and emergence
Strategy formation in international perspective
345
345
350
356
363
365
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CONTENTS   ix
8
9
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Introduction to the readings
Reading 7.1 Managing the strategy process
by Balaji Chakravarthy and Peter Lorange
Reading 7.2 Logical incrementalism
by James Quinn
Reading 7.3 Environmental uncertainty, foresight
and strategic decision making: An integrated study
by Riccardo Vecchiato
367
References
393
Strategic Change
399
Introduction
The issue of strategic alignment
The paradox of revolution and evolution
Perspectives on strategic change
Managing the paradox of revolution and evolution
Strategic change in international perspective
399
Introduction to the readings
Reading 8.1 Reengineering work: Don’t automate, obliterate
by Michael Hammer
Reading 8.2 Building learning organizations
by Peter Senge
Reading 8.3 Ambidextrous organizations: Managing
evolutionary and revolutionary change
by Michael L. Tushman and Charles A. O’Reilly III
420
References
445
Strategic Innovation
448
Introduction
The issue of strategic renewal
The paradox of exploitation and exploration
Perspectives on strategic innovation
Managing the paradox of exploitation and exploration
Strategic innovation in international perspective
448
Introduction to the readings
Reading 9.1 Six Sigma: Definition and underlying theory
by Roger G. Schroeder, Kevin Linderman,
Charles Liedtke and Adrian S.Choo
Reading 9.2 The innovator’s dilemma
by Clayton M. Christensen
Reading 9.3 Exploitation, exploration, and process management:
The productivity dilemma revisited
by Mary J. Benner and Michael L. Tushman
469
References
507
368
372
379
399
406
411
416
417
422
428
436
448
455
460
463
466
470
485
493
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x  CONTENTS
Section
IV
Strategy Context515
10 The Industry Context
Introduction
The issue of industry development
The paradox of compliance and choice
Perspectives on the industry context
Managing the paradox of compliance and choice
The industry context in international perspective
517
Introduction to the readings
Reading 10.1 Industry evolution
by Michael E. Porter
Reading 10.2 Blue ocean strategy
by W. Chan Kim and Renée Mauborgne
Reading 10.3 How industries change
by Anita M. McGahan
538
References
561
11 The Organizational Context
518
525
529
535
536
539
545
553
563
Introduction
The issue of organizational development
The paradox of control and chaos
Perspectives on the organizational context
Managing the paradox of control and chaos
The organizational context in international perspective
563
Introduction to the readings
Reading 11.1 Defining leadership and explicating the process
by Richard M. Cyert
Reading 11.2 Strategy as order emerging from chaos
By Ralph Stacey
Reading 11.3 Structured networks: Towards the well-designed matrix
by Michael Goold and Andrew Campbell
581
References
601
12 THE INTERNATIONAL CONTEXT
Introduction
The issue of international configuration
The paradox of globalization and localization
Perspectives on the international context
Managing the paradox of globalization and localization
The international context in international perspective
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517
564
567
571
577
579
582
586
592
605
605
606
613
619
625
627
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CONTENTS   xi
Section
V
630
References
652
631
636
644
Cases655
1
2
3
4
5
6
7
8
9
10
11
12
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Introduction to the readings
Reading 12.1 The globalization of markets
by Theodore Levitt
Reading 12.2 The myth of globalization
by Susan Douglas and Yoram Wind
Reading 12.3 Clusters and the new economics of competition
Michael E. Porter
Zara: Fast fashion in the digital age
By Vanessa Burbano, Bennett Chiles and Dan J. Wang
Bitcoin: A disruptive innovation or a bubble set to burst?
By Geeta Singh and Syeda Maseeha Qumer
‘Compassion vs competitiveness’ dilemma at Novo Nordisk
By Debapratim Purkayastha
Amazon.com’s business model and its evolution
By Syeda Maseeha Qumer and Debapratim Purkayastha
Alphabet Inc.: Reorganizing Google
By Syeda Maseeha Qumer and Debapratim Purkayastha
Renault-Nissan alliance: Will further integration create more synergies?
By Wiboon Kittilaksanawong and Caroline Palecki
Time for a change at The Change Foundation
By Alexander Smith
Federated Co-Operatives Limited: Change management
By Dionne Pohler
Netflix, Inc.
By Professor Frank T. Rothaermel and Austin Guenther
Tesla Motors’ business model configuration
By Dipl. Kfm. Erwin Hettich and Prof. Dr. Günter Müller-Stewens
Ricardo Semler: A revolutionary model of leadership
By Professor William W. Maddux with Roderick I. Swaab,
Betania Tanure and Elin Williams
Huayi Brothers: Strategic transformation
By Professors Jie Li and Jean-Louis Schaan
656
Index
827
678
690
704
722
738
749
761
769
784
806
815
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List of exhibits
Exhibit 1.1
Exhibit 2.1
Exhibit 2.2
Exhibit 2.3
Exhibit 3.1
Exhibit 3.2
Exhibit 3.3
Exhibit 4.1
Exhibit 4.2
Exhibit 4.3
Exhibit 5.1
Exhibit 5.2
Exhibit 5.3
Exhibit 6.1
Exhibit 6.2
Exhibit 6.3
Exhibit 7.1
Exhibit 7.2
Exhibit 7.3
Exhibit 8.1
Exhibit 8.2
Short case – Disney: Is magic back in the mouse house?
Short case – Samsung: Cosmopolitans on the Han River
The analytic reasoning perspective – Berkshire Hathaway: Not
outside the box
The holistic reasoning perspective – Q & A
with Richard Branson
Short case – Fonterra: Creaming the profits in dairy?
The shareholder value perspective – Mission statement
Dean Foods
The stakeholder values perspective – Credo Johnson
& Johnson
Short case – Yakult: Message in a tiny bottle
The outside-in perspective – Riot: Upsetting
the gaming industry
The inside-out perspective – Dyson: Blown
by the wind
Short case – Nestlé: Chewing over a healthy future
The portfolio organization perspective – Samsung:
Diverge and conquer
The integrated organization perspective – Ocean
Network Express: One for all and all for one
Short case – Cogoport: Sea-change in the freight
forwarding industry
The discrete organization perspective – Dangote:
Waging wars on the African continent
The embedded organization perspective – Nike:
Running network for gold
Short case – TomTom: Navigating through
uncharted waters
The strategic planning perspective – Kooyman:
Helping build islands
The strategic incrementalism perspective – Pixar:
“Going from suck to non-suck”
Short case – Avon: The changing face of direct selling
The discontinuous alignment perspective – Goldman Sachs:
Banking on digitalization
20
64
68
71
141
145
147
198
202
205
252
256
259
307
311
313
354
358
362
409
413
xii
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List of exhibits  xiii
Exhibit 8.3
Continuous alignment perspective – Stora Enso:
Centuries of change
Exhibit 9.1 Short case – 3M: In search of renewal
Exhibit 9.2 The strategic improvement perspective – Weber-Stephen
products: Hot for grills
Exhibit 9.3 The radical rejuvenation perspective – Beyond Meat:
Supplanting the meat aisle
Exhibit 10.1 Short case – Nintendo: Press start to continue
Exhibit 10.2 The industry dynamics perspective – AB-InBev:
Downstream global beer
Exhibit 10.3 The industry leadership perspective – Spotify:
Marching to a new tune
Exhibit 11.1 Short case – Gazprom: Built to dream
Exhibit 11.2 The organizational leadership perspective – Fiat-Chrysler:
Leading by Italian example
Exhibit 11.3 Organizational dynamics perspective – Migros:
By and for the people
Exhibit 12.1 Short case – Nespresso in China: Where else?
Exhibit 12.2 Global convergence perspective – Unilever: Global jewels
for people and planet
Exhibit 12.3 The international diversity perspective – Walking down
Sesame Street in Afghanistan
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415
458
461
462
526
531
534
569
573
576
617
621
624
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Acknowledgements
The meaning of life is not to be discovered only after death in some hidden,
mysterious realm; on the contrary, it can be found by eating the succulent fruit
of the Tree of Life and by living in the here and now as fully and creatively as
we can.
Paul Winter Kurtz (1925–2012); American sceptic and secular humanist
O
nly one professor should have been nominated as role model for students; only one
colleague as university professor benchmark; only one human as friend exemplar;
one man as perfect husband and father. He is the one who understood the meaning of life
in full by eating the succulent fruit of the Tree of Life and by living in the here and now.
I worked with him in our early university career, and again many years later. This man
contributed to the previous edition of this book, with the intention of cooperating in many
more editions. Tragically, on 15 June 2015, while cycling up the Col du Galibier in the
French Alps, enjoying life to the full, my colleague and friend Gep Eisenloeffel suffered
a stroke and passed away in the arms of his wife, Nienke. I miss him dearly still, and my
thoughts remain with Nienke and their daughter Katrien.
Life continued of course, and apart from an empty heart I also had an empty diary.
During the summer of 2015 I had planned to start work with Gep on the next edition of
this book, especially on the international perspective sections. Katrien very kindly donated
Gep’s library to our brilliant student from Leiden University, Wester Wagenaar, who had
also contributed to the previous edition. Wester picked up the work, and although not yet
as experienced as Gep, he has done a marvellous job.
As in previous editions, this seventh edition brings together the work of great people
in the management field, chiefly from the field of strategy. I thank them for creating
new knowledge and insights, for their inspiration and hard work, and for developing the
management field to where it is today. Writing this book would not have been possible
without the current academic knowledge base and the authors of many phenomenal
papers. I also apologize for not being able to include all of the excellent contributions: as
the architect of this edition I read many excellent papers, but since there is a limitation to
a book’s size I could select only a few. It was simply not possible to include all the great
papers and, therefore, several tough and (sometimes) personal choices had to be made.
I would like to thank the professors who select the book as the basis of class discussions,
to help students develop their strategic mind. As in previous editions, many improvements
to this seventh edition are based on the feedback of professors who have used earlier
editions in their classrooms. I am grateful for their valuable insights, and for sharing their
experiences. Many thanks also to other academic colleagues: the anonymous reviewers
of the manuscript and particularly Paul Knott, who has been so kind to update his great
Fonterra short case again.
I would also like to thank all of my colleagues at Nyenrode Business University,
including management, support staff and faculty, and particularly my strategy department
colleagues: Wolter Lemstra for his in-depth and detailed review of the manuscript on the
basis of his academic knowledge and student feedback, Jeroen van der Velden for updating
the short case on 3M, Claudia Janssen for providing recent insights on the short case on
xiv
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ACKNOWLEDGEMENTS  xv
TomTom, and Jeroen Brinkhuis. Jeroen has helped develop the book’s navigation tool,
Tree of Strategy, and has then spent many hours designing the book cover on the basis of
the Tree of Strategy.
Developing this edition has also been an enormous effort of my Strategy Works team
members, and particularly (in alphabetical order) Adriaan de Bruijn, Christien van Rijs,
Michael van Everdingen, Rinske Breuer, and Roel Meijers. I am extremely proud and
grateful to be a member of this tremendous team. Special thanks are due to our research
associate, Bhavya Srivastava.
I am particularly grateful to Wester Wagenaar. While finishing his Japanese Studies
degree at Leyden University, Wester had already contributed to the fifth edition of this
book by co-developing short cases and illustrations, just before he moved to Nagasaki
to finish his thesis. Wester then studied in Sweden, Germany and Japan for his Master’s
in ‘Euroculture: Society, Politics and Culture in a Global Context’. While in Uppsala,
Sweden, our cooperation on this book resumed. Gep Eisenloeffel’s untimely death in June
2015 was unexpected and extremely tragic, yet it forged the beginning of an intellectual
cooperation with Wester that continues to this day. While in Edinburgh to pursue a Master’s
in Creative Writing, Wester worked on this book for the third time. For the seventh edition,
he was responsible for the 34 exhibits scattered throughout the book of which he co-wrote
28. Although my expectations of Wester’s academic talents were already high, he continues
to exceed them by far. His linguistic skills are phenomenal and his academic performance
is at peak professional standards, easily matching those of experienced academics.
I would also like to thank the Cengage Learning team I have worked with on this new
edition. In particular, I thank Andrew Ashwin for trusting me to develop the new edition,
Annabel Ainscow, Virginia Thorp and Hannah Jones. Also I will not forget the man who
got us started 25 years ago, our first editor, David Godden. Thank you all.
Finally, and most importantly, I would like to thank my family: my wife Pamela, my
daughter Liz, my father Leen and his partner Anneke. Thank you so much. I promise that
in the immediate future I will be eating the succulent fruit of the Tree of Life and be living
in the here and now as fully and creatively as I can.
AUTHOR BIOGRAPHY
Bob de Wit is Professor of Strategic Leadership at Nyenrode Business University, The
Netherlands. He is also founder and director of Strategy Works and Strategy Academy
in Rotterdam. Bob is a member of the Journal of Change Management Advisory Board,
and a reviewer for the Strategic Management Society conference. Bob’s research focuses
on the future of businesses, industries and countries as the result of digital technologies,
on which topic Bob delivers presentations and key note speeches around the globe. His
mission is to combine academic rigour and practical relevance.
Bob holds a bachelor’s degree in Psychology from Utrecht University, an MBA at
the Interdisciplinary Institute Bedrijfskunde in Delft, and a PhD degree