STRATEGY -not a universal formula-
By Prof. Daniel Zarate, 2007
The aim of this paper is to demonstrate the importance of applying the principles of strategy to organizations in any context in order to pursue success. Nevertheless, also this paper will discuss the idea that the strategy in not a universal formula, because there is none an existing linear reality with same frames and results, furthermore they change every time, thus the strategy and formula must change and fit to every new scenario in today’s multidimensional scopes.
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Procter & Gamble, an expensive lesson
By Prof. Daniel Zarate, 2007
This report shows an analysis of the risk management overtaken in the 90s for Procter & Gamble, the twelfth-largest industrial corporation in the US, with sales in 1993 of over $30 billion, which announced in mid-April that it had been forced to take an after-tax charge of $102 million (L68 million) to cover losses incurred when two swap transactions were closed out.
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The lack of Motorola’s legal innovation
By Prof. Daniel Zarate, 2007
Motorola is a corporation organized under the laws of the State of Delaware as the successor to an Illinois corporation organized in 1928. Motorola is a communications company providing end-to-end seamless mobility products. It builds markets and sells products, services and applications that enable telephony, data and video to be experienced across multiple domains including home, enterprise, auto and mobile-me.( New York Times, 2007)
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Is Toyota strategically managing intellectual capital?
By Prof. Daniel Zarate, 2007
There is something mystical about the word “strategy”. People love to use strategy in a variety of different context – business strategy, technical strategy, product strategy, process strategy, people strategy, competitive strategy, winning strategy, sales strategy, marketing strategy, to name a few. You read about strategy. You hear about strategy. You talk about strategy. You think strategy.
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Daniel Zarate de Avila 