Overview
5, Value Chain, Competitive Advantage, Resources, and Capabilities Analysis - Analyze a Local Government’s internal competitive environment.
- Local Government’s current Value Proposition
- Why it is in business?
- What does it add to its market space?
- How does the use of AI affect your understanding of Local Government’s Value Proposition?
- Local Government’s current Value Chain
- Primary Activities: Inbound Logistics, Operations, Outbound Logistics, Sales & Marketing, Services
- Support Activities: Administrative & Finance Infrastructure, Human Resources Management, Product & Technology Development, Procurement
- How does the use of AI affect your understanding of each of your company’s Value Chain Activities?
- Local Government’s current Competitive Advantage, derived from specific components of its Value Chain
- Explain how the Value Chain activity items listed above create your firm’s Competitive Advantage.
- How does the use of AI affect your understanding of Local Government’s current Competitive Advantage, derived from the specific activities of its Value Chain?
- Local Government’s Competitive Advantage, derived from its Resources and Capabilities
- Discuss the specific Resources and Capabilities that create your firm’s Competitive Advantage.
- How does the use of AI affect your understanding of 1.Local Government’s current Competitive Advantage, derived from its Resources and Capabilities?
- Potential modifications that could improve Local Government’s Competitive Advantage and drive future revenue and growth
- What are the most likely economic, social, environmental, or legislative trends that may affect Local Government’s market space in the near to medium future?
- What can Local Government do now to prepare for those trends and drive future revenue and growth?
- How does the use of AI affect your understanding of potential modifications that could improve Local Government’s Competitive Advantage and drive future revenue and growth?
8. The Big Shift in Strategy – Local Government
John Hagel’s concepts of Strategies of Trajectory and his belief that “one of our greatest imperatives is to "unlearn." I’m curious to read your thoughts and experiences, while you examine a Local Government’s strategic direction and the influence of that direction on its corporate competition.
John Hagel believes the majority of corporate strategies begin with present circumstances and from there, try to envision a future scenario, which would allow the Firm to remain profitable. He calls these strategies, “Strategies of Terrain,” and says they are increasingly dangerous in times of accelerating change.
Hagel believes Strategies of Trajectory, those that begin with a view of the future and then work backward to determine the specific actions to take now, are much more effective in times of accelerating change.
Hagel says “one of our greatest imperatives is to "unlearn" - to challenge and ultimately abandon some of our most basic beliefs about how the world works and what is required for success.”
- Do you agree with Hagel’s view that Strategies of Terrain are becoming increasingly dangerous? Do you believe our imperative is to “unlearn” and abandon our basic beliefs about what is required for success?
- Do you believe a local government follows more a Strategy of Terrain or one of Trajectory? Do you believe local government should alter its “view” of strategy to follow one or the other path?
- What are your personal experiences regarding following a Strategy of Trajectory, rather than one of Terrain? Or do your personal experiences support following a Strategy of Terrain, instead?