ABULENCIA, JESSA MAE P.

1. Concept- Concepts are defined as abstract ideas. They are understood to be the

fundamental building blocks of the concept behind principles, thoughts, and beliefs.

2. Strategy- It refers to an organization’s long-term goals and how it plans to reach them. In

other words, it shows the path to achieve the defined vision.

3. Intellectual Elasticity- considered as Japan’s only management guru, Kenichi Ohmae

wrote The Mind of the Strategist 1982. He says Strategies stem from creative minds and

not from rote memory. There are no magic formulas for creating brilliant formulas.

Essentially refers to flexibility and adaptability in coming up with realistic responses to

changing situations.

4. Richard Pascale- the author of the book named “Managing the Edge” considers strategy

as a frame of mind and attitude. He says that organizations should develop within their

system an outlook that is deliberate and monitored. He gives this example about success,

saying, “Nothing fails like success”.

5. Differentiation- shade of innovation- it is improving, enhancing, and enriching what is

existent.

6. Kenichi Ohmae- writes that the mind of the strategist is creativity

7. Continuous Adaptation- refers to responding to changes in the environment. It implies

flexibility, resilience, and spirit of openness to change.

8. Paul Hawken, Amory, and Hunter Lovins – states that the strategy is a natural capital. They

enumerated the components of natural capital: natural resources, living systems, and

ecosystem services. They emphasize that environmental are compatible with economic

priorities another.

9. Felina Young- defined intellectual capital as the synergistic confluence and

interrelationships of the organization’s valued resources. It is intangible and can be felt. It

creates an impact. It is critical to attaining organizational success. It sometimes “makes the

difference”; but oftentimes, it is “the difference.”

10. Intellectual Capital- is a synergetic confluence and interrelationships of the organization’s

valued resources. It is intangible and can be felt. It creates an impact. It is critical to

 attaining organizational success. It sometimes “makes the difference”; but oftentimes it is

“the difference”. It includes intellectual property, ownership, human resource assets,

market assets, and infrastructure assets.

11. Li- it refers to any gain, profit, advantage, and benefits. It is being the best, attaining the

highest position, amassing wealth, or creating monetary advantage. Li is more than

survival. It propels the organization to become monopolistic. It creates leverage. It

establishes dominance and brings about comparative advantage.

12. Re-engineering- is a fundamental rethinking and radical redesign of business processes to

achieve dramatic improvements in critical contemporary measures of performance such as

costs, quality, service, and speed.

13. Benchmarking- Benchmarking is defined as the process of measuring products, services,

and processes against those of organizations known to be leaders in one or more aspects

of their operations.

14. Kaplan and Norton- Kaplan and Norton summarize the concept of the balanced scorecard

which they introduced several years ago to address the issues of strategic development of

businesses.

15. Strategy Maps- are visual tool used in identifying strategic goals, designing strategies, and

implementing them. They are used to connect the intangible assets to value-creating

processes. They show the four perspectives of the balanced scorecards in four layers: the

financial perspective, customer perspective, internal process perspective and learning and

growth perspective.

16. Jack Welch – is an Irish chemical engineer with a PhD in chemical engineering from the

University of Illinois. With no passion for bureaucracy, he went on to create a flat

management hierarchy. He abolished various positions. He challenged his members to

action. He propagated the strategy, “Fix it, sell it or close it.”

17. Balanced Scorecard- Being able to quantify performance is a competitive strategy. It gives

organizations real measurement figures, thereby allowing them to plan and devise ways of

attaining their set goals. According to Kaplan and Norton, it is a strategy template which

illustrates four important perspectives for performance measurement, namely, learning and

growth, customer, internal process, and financial.

18. Jack Welch - is an Irish chemical engineer with a PhD in chemical engineering from the

University of Illinois. With no passion for bureaucracy, he went on to create a flat

management hierarchy. He abolished various positions. He challenged his members to

action. He propagated the strategy, “Fix it, sell it or close it.”

19. General Electric- is a generic strategy for competitive advantage is differentiation. In this

strategy, the company's goal is to attract target customers to products that are special and

unique. These products are made special and unique through research and development

that GE is known for.

20. “Cross the Chasm”- The chasm refers to the technology adoption lifecycle, or the transition

from the early market into the mainstream eye. Crossing the chasm means the opportunity

for hyper-growth and market success. It's the leap from being a new, little-known and

exploratory product, to mass adoption and well-known status.

1. The Art of War – is the oldest military classic in Chinese literature written around 400 to

320 BC. Its authorship has not been identified. It is included in the Seven Military Classics.

Since then, the book underwent translations into different “original” versions.

2. Sun Tzu- a Chinese military general, philosopher and strategist: The art of War (400 BC).

He is the author of the art of war, an influential work of military strategy that has affected

both Western and East Asian philosophy and military thinking.

3. Successful Strategist – A successful strategist acknowledges the challenges that lie ahead

and proposes a viable plan instead of ignoring them and proposing something unrealistic.

Successful strategists can look ahead by examining what can be done and what has been

done so far to determine the outcome of a strategy. In fact, a strategist always plans. So, a

person who can think critically and determine the best course of action can certainly help

a business flourish and achieve success.

4. Ground Book – is the roadmap to strategy. It shows the way of strategy.

5. Void Book- it explains the true spirit of strategy and is the penultimate book.
6. Game Theory- it is a rationality that is full knowledge in calculating and pursuing the

strategy. It is a common knowledge of rules of the game and a framework of equilibrium

or using the strategy that best responds to the strategies of the other players.

7. Maximum Payoff - highest form of reward or payoff maybe in form of income and return.

8. Musashi Miyamoto – he says that there are four ways by which men pass through life in

his book “The Book of Five Rings”. They are as: the gentlemen and samurai that is

belonged to the highest category and included officials and wealthy people, the farmers

were next because they provided the rice crops, followed by the artisans or carpenters, and

the last group was the merchants who later rose to prominence because of the wealth they

accumulated.

9. Sequential Moves - are steps taken chronologically where an action is a consequence of a

previous move.

10. Tree Diagram – It is referred to as extensive form of a game. They consist of nodes and

branches.

11. Dominant Strategy Equilibrium- - is a game with competition between individual players,

those are opposed to non-cooperative games in which there is either no possibility to forge

alliances or all agreements need to be self-enforcing

12. Zero-Sum Game – is a game where any benefit gained by one is lost to another. In this

game, the sum of the payoffs is always zero where one player loses whatever the other

players win.

13. Dominant Strategies – if one strategy yields higher payoff than a second strategy,

regardless of which strategies the other players choose, the first strategy is said to dominate

the second. If one strategy dominates all other strategies for a particular player in the game,

it is said to be a dominant strategy for that player and the second strategy is the dominated

strategy.

14. Cooperative Solution- - is a game with competition between individual players, those are

opposed to non-cooperative games in which there is either no possibility to forge alliances

or all agreements need to be self-enforcing

15. Social Dilemma - is a situation in which people are confronted with a choice between acting

for the group good or for selfish gain, and outcomes are determined in part by own choice

and in part by what others do.

16. Non-cooperative Solution- - is a game with competition between individual players, those

are opposed to non-cooperative games in which there is either no possibility to forge

alliances or all agreements need to be self-enforcing

17. Nash Equilibrium - is an important concept referring to a stable state in a game where no

player can gain an advantage by unilaterally changing a strategy, assuming the other

participants also do not change their strategies. The Nash equilibrium provides the solution

concept in a non-cooperative (adversarial) game. It is named after John Nash who received

the Nobel in 1994 for his work.

18. .Keiretsus- Keiretsu is a Japanese term referring to a business network made up of different

companies, including manufacturers, supply chain partners, distributors, and occasionally

financiers. They work together, have close relationships, and sometimes take small equity

stakes in each other, all the while remaining operationally independent. Translated literally,

keiretsu means “headless combine."

19. Implicit Contract- refer to voluntary and self-enforcing long-term agreements made

between two parties regarding the future exchange of goods or services.

20. Economies of Scale - refer to the cost advantage that are derived from producing outputs

over a period. As a process is repetitively implemented, the degree of performance

improves and efficiency increases.