Step 3 develop gap closing analysis is it reasonable

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Step 3: Develop Gap-Closing Analysis - is it reasonable to stick with a strategy that creates some significant but potentially addressable gaps? - the primary matters to consider here are additional costs that you will incur in the attempt to close the gap, the probability that your efforts will be successful , and the consequences of going ahead with the strategy but failing to close the gap in a sufficient and timely way (costs of failure) Step 4: Move to the Next Step in the Diamond-E Analysis Resources and the Scope of the Firm Decisions about the scope of the firm, the boundaries of the organization, and the need for alliances span both the internal and external analysis. Firms need to have a clear understanding of how the environment is unfolding to assess the threats and opportunities, and identify what they "need" to do to compete, and where value can be generated and captured. As well, firms need to assess their organization, resources and capabilities to determine what they "can" do. Since the competitive landscape may shift rapidly, firms often need to fill the gaps quickly. Alliances, joint ventures and acquisitions may be a means to that end.
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  • Winter '13
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  • Firm, Analysis Resources

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