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Nobel Mantrich Strategy Institute (NMSI)

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In this Knowledge Area you will find a list of useful published knowledge and insights from Nobel Mantrich Strategy Institute on: Business Strategy, Corporate Strategy, Strategic Analysis, Strategic Design and Strategic Implementation.  You can browse through the material and choose knowledge according to your area of interest:


Why is it that Many Strategic Plans Fail?

Why is it that successful strategies are rarely developed as a result of formal planning processes? Why is it that the planning frameworks managers use so often yield disappointing results? What is wrong with strategy or the way most companies go about developing it? Nobel Mantrich Strategy Institute believes that Strategy is more about insights than about plans. Strategy development is the process of discovering and understanding insights and should not be confused with planning, which is about turning insights into action. The answer is not new planning processes, better designed plans, or more effort. The answer is for managers to understand two fundamentals--the benefit of having a well-articulated and stable purpose and the importance of discovering, understanding, documenting, and exploiting insights about how to create value.


The Advantage of Strategy

Today's dynamic markets and technologies have called into question the sustainability of competitive advantage. Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and reengineering. Dramatic operational improvements have resulted, but rarely have these gains translated into sustainable profitability. And gradually, the tools have taken the place of strategy. As managers push to improve on all fronts, they move further away from viable competitive positions. Operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match.


“All successful companies are successful in the same way.
All unsuccessful companies are unsuccessful in different ways.”

Adapted from Leo Tolstoy’s “Anna Karenina”



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