In an age defined by unprecedented connectivity, rapid technological disruption, and the constant reshaping of competitive landscapes, the fundamental questions of corporate strategy have evolved. It is no longer sufficient to ask merely how to compete within an established industry. The critical question for today’s leaders has become: where should we compete, and with whom should we compete—or collaborate? This book is born from the conviction that the traditional, atomistic view of the firm as a solitary fortress is inadequate for navigating this complex reality. Instead, we must view the modern corporation as a dynamic node within a vast, interwoven “strategic fabric” of relationships, alliances, and ecosystems.
This book is organized to guide readers from essential concepts to more advanced strategic insights. We begin with the essential frameworks of strategy—defining its essence, analysing industry structure with Porter’s Five Forces, and diagnosing internal capabilities. We then pivot to the crucial “how” of economic logic through the Business Model Canvas, before embarking on the core of corporate strategy: the management of scope, synergy, and governance. The progression is deliberate, moving from analysing a single competitive position to orchestrating a multi-business portfolio and ultimately, to understanding the intricate network ties that define a firm’s true strategic potential.
A central and distinguishing thread of this work is its integration of timeless strategic principles with the exigencies of the digital age. We explore how digital platforms, data assets, and artificial intelligence are not just tools for strategy but are actively redrawing corporate boundaries and enabling new forms of networked competition. From the rise of SuperApps and AI ecosystems to the strategic orchestration seen in companies like Microsoft and Nvidia, we examine how advantage is increasingly co-created and contested within interconnected systems rather than secured in isolation.
Furthermore, this book does not shy away from the sobering realities of strategic failure. A dedicated final section meticulously analyses why well-resourced corporate strategies unravel—from the illusion of synergy and cultural clashes in mergers to the pitfalls of over-diversification. By studying these failures, we aim to provide not just the tools for formulation but the wisdom for robust execution and validation.
This book is designed for a broad audience: for students seeking a structured, comprehensive guide; for managers and executives requiring practical frameworks for growth, resource allocation, and partnership decisions; and for scholars who will appreciate the synthesis of classical theory with contemporary application. Each chapter integrates conceptual clarity with real world corporate examples, case insights, and actionable models to bridge the persistent gap between strategy formulation and execution.
Contents –
1. Strategic Foundations
2. Structural Analysis of Industries – Porter’s Five Forces Model
3. Analysing Internal Firm Environment: The Sources of Competitive Advantage
4. The Business Model as the Engine of Corporate Strategy
5. The Strategic Fabric: How Firm Networks Shape and Drive Corporate Strategy
6. Strategic Management of Corporate Scope and Advantage
7. Corporate Strategy: Economies of Scope, Cost vs. Revenue Synergies
8. Asset Specificity and Corporate Strategy
9. Ownership Test, Mergers and Acquisitions, and Post-Acquisition Integration
10. Alliances and Joint Ventures
11. Organizational Structure and Processes
12. Managing Interdependencies Among Strategic Business Units (SBUs)
13. Corporate Strategy, Corporate Boundaries, and Open Innovation
14. Failure of Corporate Strategies
