Rapidly changing market
dynamics fuel the need for improving performance on
the fly. This, in turn, demands that traditionally
separate capabilities be integrated.
Market research, business strategy development and
go-to-market planning are key to determining effectual
action. Execution means delivering against the plan.
The early phase of execution is primarily about
learning - testing, discovering new realities,
calibrating your program and messaging to be congruent
with the new realities and testing again - over and
Traditionally, research, strategy development,
planning and start-up execution have been in separate
hands. But that makes no sense in today's dynamic
environment. It's important to learn from new markets
and new strategies by staying with them long enough to
see outcomes and to adjust strategies if necessary
Integrating the full spectrum, as we do, makes
strategy accountable. It also enables you to improve
performance from one day to the next. As a result, you
can succeed more quickly than when research, strategy,
planning and start-up execution are in separate hands.
You save time, avoid misunderstandings, and prevent
political sabotage of efforts to effect change.
Perhaps most important, sustaining a competitive
advantage today requires more than innovation; it
calls for continuous improvement. And the knowledge
base you build more quickly by integrating
capabilities enables you to continuously improve - and
thus to outperform rivals by continuously
differentiating against commoditization.