Adrián A Caldart
Biographic Data
| ID | 5641851 |
|---|---|
| NAME | Adrián A Caldart |
| GIVEN NAMES | Adrián A |
| FAMILY NAME | Caldart |
| SIGNATURE | CALDART A A |
| AFFILIATIONS | AESE Business School |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2009 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 0 |
McKinsey 7S model
The McKinsey 7S model was developed during the late 70s by the McKinsey & Co. as a conceptual framework “useful in diagnosing the causes of organizational malaise and in formulating programs for improvement”. The model constituted an attempt to provide a response to the widespread frustration experienced by executives at the time of dealing effectively with general management problems related to strategic and organizational factors. The framework…
Capabilities and Capability Analysis
The capabilities of the firm are the set of resources and competences that it relies on in order to survive and prosper. Resources are often classified in tangible (such as plants, money and employees) and intangible ones (reputation, brand image, and customer relationships). Competences refer to the skills and abilities that enable the firm to deploy its resources effectively through the organization's activities and processes. The portfolio of …
Excess Capacity
A firm is said to have excess capacity when it has production capacity available for use which is more than sufficient to satisfy current demand. This can either be due to market imperfections, or it can be pursued for strategic purposes, to improve a firm's competitive standing. As far as the former family of causes is concerned, excess capacity is a result of the absence of a market mechanism which balances demand and supply in the short run. R…
Breakthrough Strategies
Business strategies are characterized as a Breakthrough Strategy as long as they accomplish two essential conditions: to enable the firm to create a new value proposition that challenges the traditional key success factors of the industry and/or redefines the structure of the industry; to be highly successful in the marketplace.
The Dynamics of Strategy
As the life span of business models reduces, firms have had to review their strategic intent, develop strategic initiatives in fast and imaginative ways, and engage in major reorganization. This book examines the dynamics of strategy and helps to make sense of the processes of strategizing and organizing in a dynamic environment. The Dynamics of Strategy draws on theoretical perspectives that enable readers to describe and understand the dynamics…
No prominent works on this page.
The Dynamics of Strategy
As the life span of business models reduces, firms have had to review their strategic intent, develop strategic initiatives in fast and imaginative ways, and engage in major reorganization. This book examines the dynamics of strategy and helps to make sense of the processes of strategizing and organizing in a dynamic environment. The Dynamics of Strategy draws on theoretical perspectives that enable readers to describe and understand the dynamics…
McKinsey 7S model
The McKinsey 7S model was developed during the late 70s by the McKinsey & Co. as a conceptual framework “useful in diagnosing the causes of organizational malaise and in formulating programs for improvement”. The model constituted an attempt to provide a response to the widespread frustration experienced by executives at the time of dealing effectively with general management problems related to strategic and organizational factors. The framework…
Capabilities and Capability Analysis
The capabilities of the firm are the set of resources and competences that it relies on in order to survive and prosper. Resources are often classified in tangible (such as plants, money and employees) and intangible ones (reputation, brand image, and customer relationships). Competences refer to the skills and abilities that enable the firm to deploy its resources effectively through the organization's activities and processes. The portfolio of …
Excess Capacity
A firm is said to have excess capacity when it has production capacity available for use which is more than sufficient to satisfy current demand. This can either be due to market imperfections, or it can be pursued for strategic purposes, to improve a firm's competitive standing. As far as the former family of causes is concerned, excess capacity is a result of the absence of a market mechanism which balances demand and supply in the short run. R…
Breakthrough Strategies
Business strategies are characterized as a Breakthrough Strategy as long as they accomplish two essential conditions: to enable the firm to create a new value proposition that challenges the traditional key success factors of the industry and/or redefines the structure of the industry; to be highly successful in the marketplace.
Business (5 works) · Computer Science (4 works) · Knowledge management (4 works) · Economics (3 works) · Industrial organization (3 works) · Process management (3 works) · Business Strategy and Innovation (2 works) · Engineering (2 works) · Global and Cross-Cultural Management (2 works) · Management (2 works)