Competitive Strategies

What It Takes To Become a Market Leader?
The market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in establishing an innovation-friendly organization, developing new business models and new products or services

You must be on the cutting edge of new technologies and innovative business processes. Your customer value proposition must offer a superior solution to a customers' problem, and your product must be well differentiated.

Why Process Innovation?
Process innovations increase bottom-line profitability, reduce costs, improve efficiency, improve productivity, and increase employee job satisfaction. They also deliver enhanced product or service value to the customer.


Focus Areas

Process innovations focus on building an adaptive business process management system (BPMS). For manufacturing companies, process innovation include such things as integrating new production methods and technologies that lead to improved efficiency, quality, or time-to-market, and services that are sold with those products. For service companies, process innovations enable them to introduce "front office" customer service improvements and add new services
New Third Wave of Business Process Management (BPM)
Enterprise-wide business process management (EBPM), the third-wave of business process management and new business process management systems (BPMS) are expected to transform the way companies conceive, build and operate automated systems. Its methods transform the traditional functional mindset of corporate executives and employees and help

Companies develop the capabilities they need to fully manage their processes. The innovation is in the end-to-end way processes are presented and the way technologies interact with them. This unified framework provides an opportunity to return to a more centralized model of computing in order to achieve process coherence across the business. "The radical breakthrough is that in the third wave, business processes are directly and immediately executable - no software development needed!".

The Essence of the BPM Innovation

The essence of the enterprises-wide business process management (EBPM) innovation is that, "based of the mathematics, we now understand data, procedure, workflow and distributed communication not as apples, oranges, and cherries, but a one new business "information type" (what technologists call an "abstract data type") – the business process. The recognition of this new fundamental building block is profound, for each element in a complete business process (the inputs, the outputs, the participants, the activities and the calculations) can now be expressed in a form where every facet and feature can be understood in the context of its use, its purpose and its role in decision making. This problem-solving paradigm can therefore provide a single basis not only to express any process, but as the basis for a wide variety of process management systems and process-aware tools and services

Holistic, Multidisciplinary Framework

The framework combines non-traditional, creative approaches to business innovation with conventional strategy development models. It brings together perspectives from several disciplines: the non-traditional approaches to innovation found in the business creativity movement; traditional strategy consulting; the new product development perspective of industrial design firms; qualitative consumer/customer research; futures research found in think tanks and traditional scenario planning; and organizational development (OD) practices that examine the effectiveness of an organization's culture, processes and structures

The framework consists of a cohesive set of practices that inspire imaginative teams to look beyond the obvious, explore a broad range of possibilities, identify significant opportunities, make informed decisions about the most promising paths to pursue, create a shared vision for growth, define pragmatic action plans that “bridge from the future back to the present” and align the organization around the requirements for success.

Strategic Innovation takes the road less traveled – it challenges an organization to look beyond its established business boundaries and mental models and to participate in an open-minded, creative exploration of the realm of possibilities.
Some organizations may feel that seeking breakthroughs is too grandiose a goal, and that they would be content with “simply growing the business”. Experience shows, however, that focusing on the short-term typically yields only short-term results – while teams aspiring to seek significant breakthroughs will both identify “big ideas” and also generates closer-in, incremental ideas