Purpose: the human face of strategy

Abstract

Contends that, as competition becomes truly international, as company boundaries blur, and expertise is recognized as a valuable resource, the strategy‐structure‐systems model appears static and mechanistic ‐ needing to be replaced with one that is in touch with today's highly complex business environment ‐ a model based on purpose‐process‐people. Concludes purpose, not strategy, is the way to tap into the imagination and energy necessary to achieve competitive advantage. Highlights Komatsu (rival to Caterpillar) in a box.

Citation

Kippenberger, T. (1998), "Purpose: the human face of strategy", The Antidote, Vol. 3 No. 6, pp. 32-33. https://doi.org/10.1108/EUM0000000006586