The Wheel of Business Model Reinvention: How to Reshape Your Business Model and Organizational Fitness to Leapfrog Competitors

In today's rapidly changing business landscapes, new sources of sustainable competitive advantage can often only be attained from business model reinvention, based on disruptive innovation and not incremental change or continuous improvement. Extant literature indicates that business models and their reinvention have recently been the focus of scholarly investigations in the field of strategic management, especially focusing on the search for new bases of building strategic competitive advantage, not only to outperform competitors but to especially leapfrog them into new areas of competitive advantage. While the available results indicate that progress is being made on clarifying the nature and key dimensions of business models, relatively little guidance of how to reshape business models and its organizational fitness dimensions have emerged. This article presents a systemic framework for business model reinvention, illustrates its key dimensions, and proposes a systemic operationalization process. Moreover, it provides a tool that helps organizations to evaluate both existing and proposed new business models.

The Organizational Fitness Navigator: Creating and Measuring Organizational Fitness for Fast-Paced Transformation

In the fast-changing environment of today dynamic capabilities to manage organizational transformation are regarded as crucial for business survival and improved performance. Although dynamic organizational capabilities have been receiving intense scrutiny by researchers and practitioners in the past few years, relatively little attention has been directed towards creating a systemic model of dynamic capabilities, and how to effectively measure what the authors call organizational fitness capabilities. This paper builds on the concepts of organizational fitness and its profiling (OFP), and proposes the organizational fitness navigator (OFN) as a systemic model of dynamic organizational capabilities. Part of the OFP model is a systemic scorecard (SCC) as a measurement tool for organizational fitness - in contrast to the well-known balanced scorecard (BSC) - for improving business survival and performance in increasingly networked environments.dynamic capabilities, organizational fitness, organizational fitness profiling, organizational fitness navigator, systemic scorecard

Crime and Community Policing in South Africa

This analysis examines the concept of community policing in the context of new South African disposition. With the radical change in social order that accompanied the fall of apartheid, many aspects of South African administration are shifting focus to more community- and citizen-centered ideals. The article first analyzes the qualitative and quantitative nature of crime in South Africa in order to identify the practicality and possible effectiveness of community policing. With this in mind, the concept of community policing as philosophy and practical application is then addressed, citing modern examples of its use. The particulars of current South African culture and resources are then considered and compared with factors necessary to the effective use of community policing. In sum, the analysis reveals that South Africa\u27s current infrastructure seems to be inadequate to the task of efficient community policing

Robust Organizational Fitness for Reinventing Strategy in Rapidly Changing Industry Landscapes

In fast-changing industry landscapes, companies are often engaged in both adaptive (reactive) and inventive (proactive, newly-shaping) change processes, and these require different types of organizational fitness capabilities. Our research of more than a decade conducted in a wide range of industries (See "About our Research") reveal that many companies are predominantly focused on past successes and internal difficulties, and do not possess the necessary robust capabilities to also inventively deal with rapidly changing industry landscapes. This seems due to the fact that many individual and group managerial minds are not able to view organizational fitness in its proper perspective, because of inadequate traditional strategy approaches being utilized. The paper provides insights into the concept and application of organizational fitness, and indicates how managers could benefit from guidelines to develop and manage robust organizational fitness capabilities.

Contrasting perspectives of strategy making: applications in 'Hyper' environments

We revisit the original meaning of turbulence in the socioecological tradition of organization studies and outline a perspective on strategy making grounded in that tradition. This entails a contrast of the socioecological perspective with the more well-known neoclassical perspective on strategy, based on their core decision premises and their different understandings of environmental turbulence. We argue that while some mainstream strategy approaches have taken important strides toward addressing advanced turbulence, many others remain tethered to the neoclassical origins of the strategy discipline and are insufficiently responsive to the new landscape of strategy that now characterizes many industries. This new landscape is construed as the ‘hyper environment’, in which positive feedback processes and emergent field effects produce high volatility. We use two case illustrations from the US healthcare sector to examine how neoclassical and socioecological perspectives contribute to strategizing in hyper environments. Implications for strategic management theory and practice flow from this analysis

Aspects of grocery merchandise management in South African supermarkets

Thesis (M.Comm.) -- University of Stellenbosch, 1976.Full text to be digitised and attached to bibliographic record

Retailing strategy in the changing South African market environment

Thesis (D. Comm.) -- University of Stellenbosch, 1981.Full text to be digitised and attached to bibliographic record

Five styles of Customer Knowledge Management, and how smart companies put them into action

In the aftermath of the knowledge economy, smart corporations begin to realize that the proverbial "if we only know what we know" also includes "if we only knew what our customers know." In this paper, the authors discuss the concept of Customer Knowledge Management (CKM), which refers to the management of knowledge from customers, i.e. knowledge resident in customers, in contrast to knowledge about customers, e.g. customer characteristics and preferences prevalent in previous work on knowledge management and customer relationship management. Subsequently, five styles of CKM are proposed and practically illustrated by way of corporate examples

Rejuvenating corporate intellectual capital by co‐opting customer competence

The paper proposes an approach through which incumbent enterprises can rejuvenate the value of their IC through “real time” co-option of customer competence. In contrast to extant research evidence, the integration of customer competence is viewed not only as a means to renew the overall competence of the organization, but also as a method for ensuring that the IC of an enterprise does not become obsolete in a turbulent environment. The paper first describes the dilemma for incumbent firms regarding the continued relevancy (or “freshness”) of their IC. An evaluation of major concepts of customer capital as part of IC is then provided, and subsequently an approach for real time validation of IC through co-option of customer competence is proposed, with application in a global telecommunications corporation. Finally, conclusions are drawn and further research efforts suggested. © 2001, MCB UP Limite