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The 3Cs model points out that a business strategist should focus on three key factors for success. In the construction of a business strategy, three main elements must be taken into account: In the construction of a business strategy, three main elements must be taken into account:
After graduation, Ohmae subsequently worked as a senior design engineer for Hitachi from 1970 to 1972. From 1972 to 1995 he worked for McKinsey & Company. As a senior partner he ran the company's Japan operations for a number of years. He co-founded its strategic management practice, and served companies in a wide spectrum of industries ...
In practical application, for instance in self-management, [3] [4] in coaching, [5] in leadership training, [6] or in change management, [7] the 3C-model can be used for systematic diagnosis of motivation deficits and intervention. Fig. 2. Practical application of the 3C-model: Motivation diagnosis (e.g. of a team member/ an employee).
The reason for any new model is likely to be a new strategy or new business model or a significant failure in the performance of the existing operations for one or more stakeholders. Hence work on target operating models should be closely linked to strategy work. Form follows function; in other words target operating models follow strategy.
Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning. [7] [8] [9] Michael Porter identifies three principles underlying strategy: [10] creating a "unique and valuable [market] position" making trade-offs by choosing "what not to do"
[2] [3] The normative management dimension determines the general aim of the organization, the strategic dimension directs the plans, basic structures, systems, and the problem-solving behaviour of the staff for achieving it, and the operative level translates the normative missions and strategic programs into day-to-day organizational processes.
The project management triangle. The project management triangle (called also the triple constraint, iron triangle and project triangle) is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. [1] It contends that:
An earlier propagator of a similar concept was Wolfgang Mewes [2] in Germany with publications on power-oriented management theory (Machtorientierte Führungstheorie, 1963) and following with his Energo-Kybernetic System (EKS, 1971), later renamed Engpasskonzentrierte Strategie (Bottleneck-focused Strategy) as a more advanced theory of bottlenecks.