Achieve Profitable Organization Growth in 3 ways through Sustainable Competitive Advantage

Most companies are in business to survive, grow and thrive. An organization can achieve profitable organization growth in three (3) ways through sustainable competitive advantage. Organizations must achieve sustainable competitive advantage by implementing value creation strategy that increases stakeholders' value. A firm can achieve competitive advantage by implementing and executing a value creation strategy not simultaneously being implemented by any current or potential competitors. ​This involves sound strategy formulation, successful implementation and execution, and effective performance evaluation and review. The actual strategy of an organization is realized as a combination of management's intended strategy (top-down) and strategy that emerges (bottom-up) from responses to conditions in the execution environment. 

​A firm's competitive ability may be based on market-based view or resource-based view. The market-based view works from the outside-in, and the resource-based view works from an inside-out of the firm perspective. The market-based view advocates that organizations take into consideration external factors such as the attractiveness of the industry, and how the organization positions itself within the industry structure as source to gain competitive advantage. The resource-based view advocates that product offering must generate extra value that exceeds that of competitors for the organization to be profitable. For a firm to achieve a state of sustainable competitive advantage leading to sustainable growth and profitability it must acquire and control valuable, rare, inimitable and un-substitutable resources and capabilities and core competency to absorb and apply those resources. The market-based view defines a top-down approach to strategy formulation and competitive advantage. The resource-based view defines a bottom-up approach to strategy and sustainable competitive advantage. To achieve sustained profitable organization growth an organization must leverage its strategic engine to effectively convert ideas into good strategies. And translate those strategies into workable and effective actions, executable within the context of the organization's operations (engine). 
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Strategic Engine
Operations Engine
Strategic engine model defines a layered model of strategy hierarchy comprising: corporate, business, and operations strategy. The strategy hierarchy is reinforced at all levels by functions and functional strategies relevant to effective execution of the strategy This model is consistent and aligned with market-based view and resource-based view approaches to creating sustainable competitive advantage. The strategic engine powers improved organization performance through enabling combined top-down and bottom-up approaches to strategy development and execution of value creating strategy. The actual strategy emerges from bottom-up activities and actions in continuously responding to conditions as they arise in the organization that build the strategy over time.
Operations engine model defines a system of joint configuration of processes and resources and resulting competencies that are aligned with the organization's desired competitive position. The Operations system is utilized by operations management to provide the best match of supply with demand. Operations engine model supports operations management in efficiently manage the day-to-day activities of the organization's functional areas to achieve performance efficiency and creation of value at reasonable costs. It aligns organizational distinctive competencies with performance indicators such as cost, quality, flexibility, dependability, and speed to achieve profitable organization growth. 

Sustained profitable organization growth requires the successful interplay of effective strategic management and efficient Operations Management. Effective strategic management involves strategic decisions, judgment, and actions that shape the nature and direction of an organization's activities and determines the long-run performance of the organization. Strategic decisions are the means by which management's intentions and ideas are realized. They link rhetoric (what people say), choices (what people decide and are willing to pay for), and actions (what people do) in shaping the nature and direction of an organization's activities. Strategic decisions which are fundamentally different from routine choices and judgments. They are complex and novel, and there are no agreed upon methods/approaches for them. Strategic management decisions are the most consequential and drive the fortunes of organizations. Executives need more than the ability to avoid errors, they also need talent for clear-eyed analysis and the ability to take bold action carried out by human resources under their control.
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