The Opportunity Paradox Harvard Case Solution & Analysis

Catching modern and growing, opportunities are far basic in strategy making, entrepreneurship and modernization. Experimentation and testing strategy is supposed to be most required, while the question remains stay for managers about issue address. But the solution that authors prescribe is more complicated and challenging than thought. Their experience about growing companies, stable businesses and new venture create puzzling tension that can make or break a business. A survey held in North America, Europe and Asia, including 150 interviews with managers of 30 companies, the experts say that the concentration is still complex and perhaps be as important as flexibility. Furthermore, they think that company’s focus could overcome its flexibility conversely. There are two ways to uplift a new business opportunity: opportunity selection and opportunity execution. Opportunity selection mentions what problem to resolve while opportunity execution determine solving the issue itself. The authors suggest that most of opinion leaders, books and research papers target opportunity execution. The researches determine that sometimes innovative work move as swiftly that the innovator himself has to flash back that what problem he was intended to resolve. The authors argue that opportunity selection display as importantly as opportunity execution. It is managers approach to the greatest extent that how successfully they deal with opportunity selection which definitely determine a successful opportunity execution. The authors have experience that the managers and entrepreneurs could be divided into two divisions: opportunists and strategists. Opportunists believe in more flexible approach rather than scripted to opportunity selection, giving space to customer inquiries shape opportunity selection. Strategists rely different pattern, they follow opportunists supposed to be successful, and try several opportunities consecutively versus one separately. The authors have experienced that ventures that are more determined by opportunity selection had more space to go to opportunity execution.

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