Notes on Growing Wealth in the For-profit Firm 2019

January 2019 will mark the eighth year of writing articles about what increases firm valuation for the for-profit firm. We have an exciting year plan and I hope you will continue to follow this series of articles and comment on them. The comments are very appreciated and help me learn. Best regards, Bill and the team at Bill Bigler Associates.

strategy framework

Competitive Strategy As a Framework for Making Trade-off Decisions to Get From Now to the Future: A Discussion and Disguised Company Example

There are at least hundreds of definitions of competitive strategy for for-profit firms. In my view, the useful differences in definitions are based on changing contexts for businesses, not from someone trying to re-invent sliced bread. My favorite definition of competitive strategy from the context or lens of making strategic decisions is below. This definition has been suggested by several strategists including Donald Sull of MIT and is:

ominous horizon - bridge to lighthouse

Time, Speed and the Process Revolution: Why Are These Disciplines Disappearing?

In 2019 time and speed are still important operational and strategic weapons for firms. Just look at Amazon moving to next day and now same day delivery. But the very rich disciplines of process innovation and process management seem to be disappearing in many or even most firms. This article, part of my series on what causes the valuation of the for-profit firm to increase, will in part be a community call to confirm your experience that indeed these rich disciplines are disappearing. If so, why? Is this a problem? I believe it is a problem if my recent observations are correct.

Can You Diagnose the Strategic Health of Your Business In Twenty Minutes? I Think You Can And Here Is How You Can Do It Via a Free Survey

There is an accompanying slightly more in depth article just published in LinkedIn titled “Diagnosing the Strategic Health of Your Firm At Lightning Speed: How You Can Do It”, but if you would like to go to the survey directly, here is the link

medieval hammer and chisel

What Is An “Established” Firm In Today’s World: Implications for The Health and Longevity of The Firm

I used the word “Established” in 2004 in the title of my first (and only) book The New Science of Strategy Execution: How The Established Firm Becomes a Fast, Sleek Wealth Creator. I had an idea then about what Established meant but have refined my thinking on this recently. Some writers have referred to them as “ongoing” firms, but we need a more useful view of what “established” means in this context.


Being Or Becoming Polymorphous Kaleidoscopic: Recent Criticisms of the Chief Strategy Officer Position

Polymorphous Kaleidoscopic in this context means a “many-sided person who is made up of a complex mix of elements”. Do we really need such a person in business? I think so. Recently there have been more than a few articles criticizing the relatively new position and role of the Chief Strategy Officer (CSO). This article will explore this reality and what in my view is required for this role to add value to the management team and the organization.

Competing to Be the Best or Competing Via Being Unique: Which Is “Best”?

The for-profit firm should indeed compete to be unique and not the best. As usual, I think Dr. Porter is correct, even though I was at first skeptical. I poured over all of my prior strategy engagements (about seventy-five that lasted six or more months) plus looked really closely at my most recent engagements while in progress. Sure enough, I think the desire and energy to compete to be the best have more pitfalls than good things.


Are We Really In The “New Normal”?: Some Ideas On the Context for Competitive Strategy

Pundits tell us we are in the “new normal”. Not a new normal but the new normal. And they write in tones that suggest the amount of change that is on us is unprecedented in human history. This article will explore this premise for ideas that hopefully can help with the context for making competitive strategy for for-profit firms and the growth of the market value of those firms in today’s times in 2019.


Competitive Strategy Versus Operations Excellence: Is There Really A Difference In Today’s World?

In today’s world of lightning-fast change and disruption, plus only being able to secure temporary competitive advantages, as we are told, can’t OE tackle all of this? I don’t believe OE can subsume the work of good strategy, but this recent engagement has forced me to rethink and recommit to the value proposition of completing competitive strategy alongside OE work.