Did you know that…

• IBM almost missed both the mini-computer and PC market? The result - a little luck and substantial resources have rescued the business.
• Wang, world leader in word processors during the 1970s & 80s, did not realise that they had developed the world's first genuine personal computer? Result - closure!
• Volkswagen shifted quickly - less than a year - from rear-wheel driven cars to front-wheel drive through the acquisition of NSU and introduction in 1970 of the model K70, forerunner to today's Passat and Golf. Result - VW is one of the world's most successful auto manufacturers!
• The Tudor Ice Company in Boston, the world's largest distributor of natural ice for iceboxes at the beginning of the 1900s, praised the invention of the electrical refrigerator. They recognised that the same technology could be used to build refrigerated trucks and ships so that they could transport their ice even greater distances. Result - closure!
• Ericsson invested in its AXE system at the end of the 1970s and during the 80s it focussed on mobile telephony despite disinterest and resistance from the management. Result - Ericsson today, despite cutbacks in a tough market, is one of the world's most successful telecom companies!
• Most manufacturers of typewriters did not recognise the advantages of electric typewriters. Result - closure!
• Over the years Atlas Copco has conducted extremely active competitor analysis and concentrated on becoming world leader in their niche. Result - they have reached their goal and present high, stable profit growth, much to the joy of its shareholders!
• A classic Swedish case: Facit missed the advance of electronics in the calculator industry. Result - closure!

Right strategy - a question of survival

The examples above illustrate how important it is to work actively on the company's strategic direction. If this is not done there is a danger that resources will be mismanaged and, in the worst case, the company's existence can be jeopardised. Frequently it can be advantageous to work with external partners when it concerns strategic issues. Among the examples above are businesses built upon and organised around a base of expertise linked to a particular technology or product. A shift in technology can therefore be very difficult for a company to realise on its own. As an independent actor Management Partners can help advance the strategic processes required throughout your company or in a particular department. And, we can contribute with a portfolio analysis, benchmarking, human resource analysis, competitor and market analyses, strategic acquisitions, SWOT, goal and activity plans.