Per earlier posts (here. here, and here), I’ve been thinking about what goes into taking over a new organization. This post takes a look at competitive analysis via benchmarking. Benchmarking is always useful, though I’m always wary of getting too hung up on one’s competitors. I don’t have any particular comment on the eight questions from the HBR New Leader article, but you might want to look at the strategy outline on the QuickMBA site (here):
- How do you and your competitors compare in terms of returns on assets and relative market share?
- How are the leaders making money, and what is their approach?
- What is the full potential of your business position?
- How big is your market?
- Which parts are growing fastest?
- Where are you gaining or losing share?
- What capabilities are creating a competitive advantage for you?
- Which ones need to be strengthened or acquired?
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Filed under: Leadership, Strategy Management, Turnarounds | Tagged: benchmarking, Harvard Business Review, Hernan Saenz, John Shank, Mark Gottfredson, Market Analysis, New Leaders, Steve Schaubert, Succession |
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