For the longest time I was thinking and talking about creating integrated cost leadership/differentiation strategy. I am not going to lie though; I don’t think I am making the most of it. In the past I would always try to be a little more strategic in my planning, and think about ways to differentiate the organization from the competition.

But over time I found that the tactics that I was trying to implement weren’t working and that it was much more effective to focus on the most important aspects of the plan and how they relate to the different stakeholders, even if the tactics are not strictly the same from one to another.

As we all know, integration is the thing that I’m talking about. But what I’m really talking about is actually getting your entire organization to be integrated, not just the leadership. Many companies (myself included) get stuck in the status quo, where they simply follow the “wrong” strategy at every turn.

Integration is one of the two most important components of the “integrated cost leadership” strategy. The other is differentiation. A differentiation strategy is about being smarter when it comes to strategy and more flexible when it comes to execution. If you have a strategy and it produces the exact same results in every implementation, then that strategy is worthless. That is not how integration works with us. It can be very difficult to make your strategy work with multiple different stakeholders.

If you want to learn more about integration strategies, look for a video about it.

We can’t seem to figure out how to apply them in most of our other projects. We’re still stuck with two main strategies we’ve just learned, and one of them is, “let’s make sure we’re all okay without it.” How are we going to use this strategy and how do we really know if it works? We’re still working on integrating strategies to make sure the three layers of it get done.

We have two main strategies we use to get things done in our company. We have the standard work-in-progress work-in-progress. This is where we ask the CEO and his/her direct reports to work on some of the more obvious improvements to the company. Then we have the more sophisticated integration strategy where we ask the CEO to work with the entire executive team, the board, and also the financial team to make sure we are all on the same page.

The first big change in how we work with our work is in the way we use the time-lapse approach. You see, we start with the time-lapse approach. We start with the time-lapse approach because the time-lapse approach is a lot more precise than the time-lapse approach, which is more consistent with what we’re working with now.

This is a big concept that we’re really getting into here. We’re really starting to use the time-lapse approach to more effectively manage our people and how we work together. We’re also starting to use the time-lapse approach at the board level where we’re asking the CEO to work with the entire executive team and the board to make sure we are all on the same page.

Integrated cost leadership, in the broadest sense, is a strategy that focuses on creating a more sustainable culture by integrating a group of people. This approach is a more specific type of integrated cost leadership that focuses on integrating the different parts of the organization in a way that helps them work together more smoothly.

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Radhe

https://rubiconpress.org

Wow! I can't believe we finally got to meet in person. You probably remember me from class or an event, and that's why this profile is so interesting - it traces my journey from student-athlete at the University of California Davis into a successful entrepreneur with multiple ventures under her belt by age 25

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