This is not a chapter to compete with other treatises on strategy. There are a number of great tomes on the subject. This chapter is merely to place it in context within the War on Waste.
The War on Waste led to the idea that strategy became aligned with process in the program. We referenced Michael Porter,[1] who is the pre-eminent strategy scholar in the United States. But this observation is not Porter’s. It is ours.
This came out of our field research. It was a remarkable outcome. And we didn’t see it coming. But it happened with all of our clients. Now, it serves as one of the anchor tenets of the paradigm. We would like to explore that a bit.
Who cares about this? Why is this important? To answer these questions let us get back to basics.
[1] Op. Cit., Porter, p 11
This is not a chapter to compete with other treatises on strategy. There are a number of great tomes on the subject. This chapter is merely to place it in context within the War on Waste.
The War on Waste led to the idea that strategy became aligned with process in the program. We referenced Michael Porter,[1] who is the pre-eminent strategy scholar in the United States. But this observation is not Porter’s. It is ours.
This came out of our field research. It was a remarkable outcome. And we didn’t see it coming. But it happened with all of our clients. Now, it serves as one of the anchor tenets of the paradigm. We would like to explore that a bit.
Who cares about this? Why is this important? To answer these questions let us get back to basics.
[1] Op. Cit., Porter, p 11