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Good strategy can be illustrated by the example of Wal-Mart. Wal-Mart's success is attributed to its coherent structure, policy, and actions. It's not about isolated practices like introducing barcode scanners, but about a total strategy that makes the entire network the basic unit of management. On the other hand, a bad strategy can be exemplified by Kmart. Despite having similar practices like barcode scanners, Kmart lacked the coherent strategy that Wal-Mart had, focusing on individual best practices rather than a comprehensive strategy.
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Even some of the world’s biggest organizations do strategy poorly, and incorrectly credit their success to personal decision-making skills. We read th...
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Overall, it is the coherence of structure, policy, and actions that made Wal-Mart so difficult to compete with. Isolated examples, such as the introduction of barcode scanners at checkout, are not enough; Kmart also had barcode scanners in the early '80s. The difference between it and Wal-Mart is coherence, a total strategy as opposed to "some imagined 'best practice' form. … The network, not the store, became Wal-Mart's basic unit of management."
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