To read this content please select one of the options below:

The Lessons of Strategic Leverage

Milind M. Lele (Managing director of SLC Consultants, Inc. in Chicago)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 1 April 1992



Many managers are failing to understand and exploit their strategic leverage. They often become obsessed with strategic tactics designed to achieve a short‐term gain and lose sight of the competitive dynamics, industrial economics, and long‐term horizon of their business—in short, the fundamentals behind their strategic leverage. Strategic leverage is defined as a company's maneuver (its ability to change its competitive position in a market) multiplied by its return (changes in revenue, market share, or both that result from any maneuver). If a company can change its position and the market rewards it for the change, its strategic leverage is high; if not, it is low.


Lele, M.M. (1992), "The Lessons of Strategic Leverage", Journal of Business Strategy, Vol. 13 No. 4, pp. 38-45.




Copyright © 1992, MCB UP Limited

Related articles