The viability of competitive advantage has been questioned by today's dynamic markets and

technologies, according to the first article under consideration, "What is Strategy" by Michael
Porter. In an effort to boost productivity, quality, and efficiency, managers have implemented
techniques like TQM, benchmarking, and reengineering. Although significant operational
improvements have been accomplished, these triumphs rarely resulted in long-term profitability.
In addition, tools have quickly displaced strategy. Managers move further from positions that are
competitively viable as they make every effort to get better. Operational effectiveness, while
essential for better performance, is insufficient, according to Michael Porter, because its
techniques are straightforward to copy. The essence of strategy, however, is choosing a unique
and advantageous position founded in systems of actions that are noticeably more
difficult.Contrarily, choosing a unique and valued position rooted in systems of activities that are
substantially harder to imitate is the essence of strategy. According to him, there are some
terms that are very important and should be taken into account while developing a strategy, with
tactics, competitors, trade-offs, expediency, and innovation being the terms of greatest
significance.Only if someone can apply and develop an idea creatively will the subsequent plan
be effective over the long term, hence strategy and creativity need to work hand in hand. The
costs incurred when rediscovering a strategy and how to get there at an equitable stage were
other aspects that were discussed.

The strategy concept I: The Five Ps for Strategy is the second article being discussed. By Henry
Mintzberg, which essentially explores the various strategic philosophies. Plan, Pattern, Position,
and Perspective have been separated into different Ps. The first is the automatic, ingrained
method that we employ while thinking about options and getting ready to deliver them. However,
sometimes prior organizational behavior leads to the development of strategy. An efficient and
reliable company practise may develop into a strategy rather than a conscious choice.Place, or
how you choose to position oneself in the market, is another component that is covered. By
exploring how well your company and surroundings fit together, this approach uses strategy to
build a sustainable competitive advantage. An organization's culture has a significant impact on
the decisions it takes about its strategy. Patterns of thought will affect an organization's
viewpoint and its capacity for success, just as patterns of behavior can translate into strategy.
The solution to the question "Strategies concerning what?" is provided by Emergent Strategies
in the following discussion. An emergent strategy is one that comes up as a result of unplanned
organizational activities.It is generally perceived as the outcome of haphazard innovation and is
frequently the consequence of daily investment and prioritizing choices made by lone
contributors, such as middle management, engineers, financial staff, and salespeople.
Deliberate strategy, it should be mentioned, only works properly when everyone is aware of
what the company is trying to accomplish.

Both, in my opinion, have significantly influenced the study of strategy. By observing that Porter
emphasizes emergent strategy whereas Mintzberg advocates a more planned strategic
approach, you may compare and contrast their two points of view. Mintzberg's concepts are
more contemporary in the sense that they immediately make sense. Porter's essay offers a
comprehensive understanding of what a perfect approach should look like. This viewpoint is
also established as a result of the Mintzberg model's illumination of the reality that ideas always
have a chance of failing, which is absent from Porter's perspective.