| I. Introduction |
| 1 |
Does sustained performance exist? |
| II. What drives sustained performance? |
| 2 |
Reviewing 15.900: Strategy fundamentals: position vs. competencies |
| 3 |
Case: Wal-Mart |
| 4 |
Case: Southwest |
| 5 |
Pause for reflection |
| III. Organizational Competence and Relational Contracts |
| 6 |
Revisiting 15.311: Lincoln Electric in China |
| 7 |
Case: The HP-Cisco Alliance |
| 8 |
Case: Toyota |
| 9 |
Case: BP |
| 10 |
Case: BP and the Baker report |
| 11 |
Pause for reflection |
| IV. Changing Relational Contracts |
| 12 |
Case: Best Buy and Circuit City |
| 13 |
Case: Delta and Song |
| 14 |
Pause for reflection: Toyota's expansion |
| V. Doing Strategy when Competence Matters |
| 15 |
Case: Good to Great |
| 16 |
Case: Lilly (A) |
| 17 |
Case: Lilly (B) |
| 18 |
Case: Corning |
| 19 |
Case: Paul Levy |
| 20 |
Case: Paul Levy (B) |
| 21 |
Case: Simmons |
| 22 |
Case: Simmons (B) |
| VI. Wrap Up |
| 23 |
Student presentations of highlights from term projects |
| 24 |
Conclusions |
