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rtant that the boards focus on testing and challenging the various strategic options before choosing the options and stepping in blindly into the options. The reason being, the architecture of the organizations are unique in their own ways and it is essential to note that the strategy that might work on one organization may not work as effectively on other firms as well. The firms need to work towards building a successful rapport between the employees and management as well as the suppliers and management as well. Also the customers and the network of the firm need to also be constantly engaged in the firm and the related activities as well (Velasquez, 2006).
As explained well by Prahlad, it is clear that the strategic architecture’s blue print needs to be discussed with complete focus on the functionalities and the inclusion of newer competencies and the improvements of the interface with the customers. Together all the aspects of the business can build up and become a success. Another important explanation by Prahlad also explains, “A core competence is a bundle of skills and technologies that enables a company to provide a particular benefit to customers” (Hamel & Prahalad, 1996). The core competencies are a gateway to the successful future and the continuous improvements of the investments and also the company growth. Hence it is very important to consider these and to work towards improving these aspects of the business as well (Mill, 1995). Also a few other questions that need to ba answered and to be considered for the case include the following.
What is the foresight for the development of various external factors for the company? The main justification for this question is to realize that a successful business is one which concentrates not only on the sales and revenues but equally on the various factors that enclave it.
What is the importance that is given to the governing boards on the issues of the ethical boundaries? It is important to
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