Skip to Main Content
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Giving
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions
Institute For Strategy & Competitiveness
  • About The Institute
  • Research Areas
    • Research Areas
      • Health Care
      • Competitiveness & Economic Development
      • Creating Shared Value
      • Strategy
      • CEO Leadership
      • Philanthropy
      • Environmental Quality
      • Antitrust & Competition Policy
      • Innovation & Innovative Capacity
      • Social Progress Index
  • Resources
    • Resources
      • Courses
      • Data
      • Events & Presentations
      • Frameworks
      • News
      • Publications
      • Video
  • Health Care
  • Competitiveness & Economic Development
  • Creating Shared Value
  • Strategy
  • About Michael Porter
HBS→ISC→
Strategy
  • Strategy
  • Strategy Explained
  • Business Strategy
  • Creating a Successful Strategy
  • Corporate Strategy
  • The Role of Leaders
  • Related Topics
→
Creating a Successful St...
  • Creating a Successful Strategy
  • Unique Value Proposition
  • Distinctive Value Chain
  • Making Strategic Trade-offs
  • Fit Across the Value Chain
  • Continuity of Strategic Direction
→Continuity of Strategic ...
Strategy → Creating a Successful St... →
Continuity of Strategic Direction
×Creating a Successful Strategy
  • Unique Value Proposition
  • Distinctive Value Chain
  • Making Strategic Trade-offs
  • Fit Across the Value Chain
  • Continuity of Strategic Direction

Continuity of Strategic Direction

Strategy is about making choices. The hardest thing for many companies is sticking to those choices over time, even in the face of intense competition and challenging economic times. Deepening a strategic position involves making the company’s activities more distinctive, strengthening fit, and communicating the strategy better to those customers who should value it—not chasing after “easy” growth opportunities that dilute the company’s value proposition.

Continuous improvement

“Reinvention” and frequent shifts in direction are costly and confuse the customer, the industry, and the organization. Continuity of strategy is essential to creating and sustaining competitive advantage. This means:

  • Understanding the strategy throughout the organization
  • Building truly unique skills and assets related to the strategy
  • Establishing a clear identity with customers, channels, and vendors

Does this mean a company should never change? The answer is no. Innovation and growth ensure success. However, the value proposition stays the same. The job of management is to continuously improve how to realize it.

ǁ
Campus Map
Institute for Strategy & Competitiveness
Harvard Business School
Ludcke House
Boston, MA 02163
→Map & Directions
→More Contact Information
  • Make a Gift
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Digital Accessibility
Copyright © President & Fellows of Harvard College.