Corporate Startegy

LEEDS METROPOLITAN UNIVERSITY
FACULTY OF BUSINESS & LAW

     

MODULE TITLE: - CORPORATE STRATEGY
MODULE TUTOR: - MARIE KERR
SUBMISSION DATE: - 31st March 2010
SUBMITTED BY: - ZOHEB ADIL

CONTENTS
Introduction & Porter`s View of Operational Effectiveness & Strategy                         3
Work of Hamel`s & Prahalad                                                                                       7
Distinguishing Operational Effectiveness from Business Strategy                             10
Operational Efficiency & Strategy Chart                                                                     13
References                                                                                                                 16

OPERATIONAL EFFECTIVENESS IS NOT A STRATEGY- A CRITICAL EXAMINATION OF THIS THOUGHT WITH ORGANIZATIONAL ILLUSTRATIONS & CONTRIBUTIONS FROM OTHER AUTHORS.

This report critically examines Michael Porter’s school of thought that Operational Effectiveness cannot be termed as strategy. The report is divided into three chapters:
1) Introduction and understanding Porters’ view of operational effectiveness & business strategy
2) Look at contributions from authors like Hamel & Prahalad, Gerry Johnson & Kevan Scholes, etc
3) Analyse the distinction between Strategy & Operational Effectiveness.  

Key organisational examples would be given while explaining key variables in operational effectiveness, strategy and the defining distinction that exists between the two.
CHAPTER 1 – INTRODUCTION & PORTER’S VIEW OF OPERATIONAL EFFECTIVENESS & STRATEGY
According to Porter, operational effectiveness is defined as – “Performing similar activities better than rivals perform them”. Efficiency is a part of operational effectiveness and it refers to many business functions that allow a firm to better utilize its inputs. Hence, operational effectiveness is the optimum utilization of...