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The following are true or false: Bringing an innovation to the market can sometimes turn the strengths of entrenched rivals into weaknesses.

The following are true or false:


Bringing an innovation to the market can sometimes turn the strengths of entrenched rivals into weaknesses.


A good strategy enables you to compete where your competition is relatively weaker, or unlikely to fight back, or will fail to fight back effectively.


Using together the three principles of movement, balance, and leverage can enable you to engage in "judo strategy" and bring down competitors of any size.


A good strategy is one that allows you to have a relative superiority over your competition at some decisive point by making skillful use of what you have.


According to Covey, integrity is the ability to make and keep commitments to ourselves and others.


The effective use of resources lie at the heart of strategy. The most strategically important resources are valuable (i.e., useful in your industry), rare, (i.e., possessed by only a few), inimitable(i.e., difficult to copy), and nonsubstitutable (i.e., lacking in functional equivalents). Successful organizations possess one or more of these valuable, rare, inimitable, and nonsubstitutable resources and use them effectively. Common resources cannot really be a source of advantage, and the organizations that use them to seek advantage are typically unsuccessful.


A leverage strategy builds strategically important resources for competiting in current markets, and then uses them to develop attractive new markets.


Senge describes the systems principle of leverage as one in which a "small" and seemingly insignificant and "well-focused" change, made in just the "right place," results in an improvement similar in scale, though of much more "enduring" consequence.



The judo strategy principle of "movement" avoids counter attack from a competitor by developing new business in ways that don't bring unwanted attention to the new move.



One consideration in selecting the right strategic framework is assessing how your resources relate to one another. Sometimes organizations are challenged in their ability to add or reallocate their resources.

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