ABSTRACT
In this book we have examined a range of distinctive approaches to the practice and process of creating strategy: we have conceived of it as a formal deliberate planning process and a pattern of emergent behaviour; we have considered it as a way of managing a multi-business firm and making important resource allocation decisions; we have considered strategy as a process of industry analysis and positioning and as a route to achieving competitive advantage through pursuit of a strategic intent and the creation of core competencies; and finally, through a focus on innovation, value and customers we have explored strategy as a disruptive force. Each approach has its own solution to the problem of achieving sustainable competitive advantage and each offers its own answer to the question ‘what is strategy?’.
