SUSTAINABLE STRATEGY & SUSTAINABLE CAPABILITIES

Sustainable Strategy & Sustainable Capabilities (Copyrights © 2018)

As the Organization musters its Synergistic Capabilities for Strategy Synergy and engaging into New Frontiers Strategy enjoying Dynamic Synergy Tides, while leveraging the White Clouds Immanent & Dominant Seeds Ideas: Blue Skies Knowledge  & Information Economy Solutions; New Horizons Strategy, certainly it will BE experiencing with SUSTAINABLE STRATEGY and building SUSTAINABLE CAPABILITIES.

Carl Edward Nicolas

Copyrights © 2018


Synergistic Capabilities for Strategy Synergy

Dynamic Capabilities have been the Staple of Strategy Dynamics for a while, but Synergistic Capabilities are a focus on more synergies, or a propensity to muster the leverage of more synergies throughout the organization and with a grasp on the changes in the markets. Maybe we can even talk about Strategy Synergy to transcend the notion of Strategy Dynamics.

Synergistic Capabilities would serve the evolving transformation of the company as Strategy Synergy would lead in the emergence of new adaptations to new ways of doing business and responding to consumers' needs. Changes are so rapid nowadays and the need to change incessant, that the concepts of Synergistic Capabilities and Strategy Synergy are necessary evolution to the concepts of Dynamic Capabilities and Strategy Dynamics. 

As companies are trying to grapple with the vagaries of the markets, they need to tap into all their resources and organize and realign them to deal with potential breakthroughs, so they need to transform their ways, or more nimble firms and/or Start Ups will take the lead and they might have difficulty to catch up.

Synergy Strategies are very important to make these Synergistic Capabilities work, and many strategies have to come together in order to align the skills available at the company in time and space following the needs, not only in terms of planning but also in terms of foreseeing the changes in the business environment, thus Strategy Synergies are the way to go.

Carl Edward Nicolas

Copyrights © 2018 

NEW FRONTIERS STRATEGY: DYNAMIC SYNERGIES TIDES

New FrontS DynaSTi

There are new Frontiers for Strategy to explore, and they are to be found in Synergies lingering in the interactions of Dynamic Capabilities, and they will bring new Tides of Change in Strategy Dynamics. Some of these Synergies are to be tapped into within the Capabilities themselves as they are focused on coming together to create new Synergistic Capabilities for the sake of both exploitation and exploration, and may bring up new opportunities through new possibilities, and the Company becomes aware of new services it may offer.

Some other Synergies will be between Dynamic Capabilities and New Markets, but New Frontiers will open up when Synergistic Capabilities are coupled with Markets Transformations and Evolutions to address emerging and evolving needs of consumers. Companies that engage into New Frontiers Strategies will experience Dynamic Synergies Tides of great business, as they are on the look out for new ways of managing their resources in order to adapt to new breakthroughs into new territories. They will always be surveying the land for new trends and new needs as they are exploring new hows within their capabilities, and experimenting with new synergies.

Carl Edward Nicolas

Copyrights © 2018

DYNAMIC SYNERGIES IN STRATEGIC MANAGEMENT

Synergies are inherently dynamic as they move to interact and cooperate for better results. However in the context of Strategic Management, they inform the Dynamics and perform the leverage of Resources coming together. Dynamic Capabilities follow in their footsteps as they become aware of them. They transcend Strategy Dynamics in general and are molded in the evolution of both the Markets and the evolving capabilities of Organizations and/or Companies. They may be planned, but they take a life of their own. Management strives to become aware of them and Strategy thrives in the awareness and mastery of their effects.

So it is the main focus of Senior Management and Middle Managers to exploit and explore the Dynamism of the Markets and enhance the Capabilities of the firm as to create synergies between the two, and within the company itself in order to profit from Emerging Synergies. But to the Ultimate Strategist, Dynamic Synergies are tools to be deployed into the Markets themselves for the benefit of the Business/Organization that may tap into their resources to leverage these Synergies. However, Dynamic Synergies may become resources in themselves that allow these firms to make great profits and conquer new markets that they create and master with their Dynamic Capabilities. Dynamic Synergies are the new Stuff for Successful Businesses.

Carl Edward Nicolas

Copyrights © 2018

White Clouds Immanent & Dominant Seeds Ideas: Blue Skies Knowledge  & Information Economy Solutions. New Horizons Strategy

WhiteCIdS Ideas or White Clouds Ideas: BlueSKIES Solutions &  New Hor. (How) Strategy


   The field of Strategy has been rocked by the notion of Blue Ocean Strategy from W. Chan Kim and Renée Mauborgne of INSEAD (INStitut Européen d'ADministration des Affaires or European Institute of Business Administration). Businesses have been fighting in the red ocean of competition, but these scholars show how some companies have found a way to set themselves apart by innovations that took them into the Blue Ocean of Discovery and Singularity where there is more demand than fought over, with better value/cost trade-offs, where the competition is irrelevant in uncontested marketplace, the company aligning its whole system of activities to pursuing differentiation and low cost, and creating/capturing new demand.

Now there's the White Clouds Immanent & Dominant Seeds Ideas: Blue Skies Knowledge Solutions and New Horizons Strategy, where the whole field of Business is taken into the view for Business Modeling, AS INTER-DEPENDENCIES are taken into consideration to come up with new ways to conduct business. This creates a crucible where INNEWVATION is fostered with White Clouds Ideas Seeds into the Clouds of Connections. And the process is non ending with DISINNEWVATION, disruptions of previous novelties that are in the mill as business evolves. The perspective from the Skies affords new visions for the prospective of new markets, for the transformation of even new breakthroughs toward addressing the needs of the future as new directions are foreseen from the evolution of businesses and how they relate to each other.

 The White Clouds Immanent & Dominant Seeds Ideas: Blue Skies Knowledge Solutions and New Horizons Strategy explores many horizons as the view is all encompassing from up there in the sky, and new horizons are even created to open new avenues for Creativity and to release the pressure from new needs and new demand. It is not just about incremental innovation, new discoveries and new business modeling, it is about FORESEEING THE FUTURE AND PROFITING FROM THE LEVERAGE OF INTER-DEPENDENCIES. IT IS ALSO ABOUT INNEWVATIONS AND DISINNEWVATIONS THAT ADDRESS EVOLVING NEEDS AND EMERGING DEMAND. Blue Skies Strategies not only create demand, but they also create needs on top of related needs as they create new platforms for living life and conducting business. 

LOTRI-CCAATT-FITNESS: LEVERAGE OPPORTUNITY, TRANSACTIONS & RESOURCES INNOVATION--CREATIVITY, CAPABILITIES, ADAPTIVENESS, ADHOCRACY & TRANSFORMATION THEORY OF- FIRMS INITIATING & TAPPING into NEEDS EVOLUTION SUSTAINABLE SOLUTIONS

  

Carl Edward Nicolas
Copyrights  © 2018

BUSINESS STRATEGY & CHANGE; ORGANIZATIONAL PSYCHOLOGY OF LEARNING

I want to share a new edition of my concept LOTRI-CCAATT-FITNESS: LEVERAGE OPPORTUNITY, TRANSACTIONS & RESOURCES INNOVATION--CREATIVITY, CAPABILITIES, ADAPTIVENESS, ADHOCRACY & TRANSFORMATION THEORY of- FIRMS INITIATING & TAPPING into NEEDS EVOLUTION SUSTAINABLE SOLUTIONS through Economics of the Firm (c) copyrights 2017 Carl Edward Nicolas

A new development evolving first from Resource-Based Theory  of the firm and second from Transaction Cost Theory of the Firm in Economics. The idea is that Firms in the 21rst century are riding Leverage Opportunities for profit, relatively more than tapping into their capabilities per se from a Resource -based perspective; Relatively: because in a way they still do, but if the Resource-Based view is still relevant and the Transaction Cost Theory is still valid, the Opportunity is the driving vector.

Thus the notion of OPPORTUNITY FIT, still depending on Capabilities. However we want to propose that the OPPORTUNITY DEFINES THE FIRM: that explains the phenomenon of the START UP, The OPPORTUNITY driving the CAPABILITY. 

So Capabilities for Opportunities are not especially to be developed in firms, in a lot of cases, they can't be developed in firms, the OPPORTUNITY is the firm, as the Leverage is in the BUSINESS MODELING

DISINNEWVATION: a form of Disruption of Previous Initiatives with Innovations of the Markets themselves by Creating New Lifestyles Platforms and with them New Needs.

I am here copying you a Model I am working on that is related to Learning, and I am wondering about the implications for Organizational Learning. So I am considering the notion of Organizational Mindfulness & Meaningfulness: OMM to match with the notion Organizational Emotional Investment: OEI and even with the notion of Organizational Stories of Field Intelligence Field: OSFI. Concepts to deal with both Exploitation and mostly with Exploration.

CS: CREATIVITY SYNERGY, AS: ADAPTIVENESS SYNERGY, SA: SYNERGY ADHOCRACY, and EOS: EVOLVING OPPORTUNITIES SYNERGIES

I am promoting a new field of Strategy evolving out of Strategy Dynamics, it would be called STRATEGY SYNERGIES. This is to reflect the very important impact of Business Environments in the formulation of Strategy. As Strategy Dynamics has mostly been focused on what's going on inside the business or the organization with a window on what's going on outside for the perspective of preparing the company to deal with it.

STRATEGIC SYNERGIES will be looking at a symbiosis with the Business Environment, where the evolution of needs outside companies will be looking at what Businesses can offer them to solve their problems and make lives better, and in the process transform and create companies for that purpose. So instead of Dynamic Capabilities, we will look at DA: Dynamic Adhocracies and DC: Dynamic Creativity. So the focus will be on Evolving Opportunities: EO.

Now the context of all my other breakthroughs deals through the right synergies with fast moving business environments.

I am investigating how my model here in attachment to that e-mail can address such issues and help deal with Organization Emotional Incubation for Breakthroughs: OEIB. And maybe I could even add the notion of Organizational Adaptive & Transformative Creativity: OATC, all to nurture Dynamic Capabilities.


Carl Edward Nicolas
Copyrights  © 2018