BOOK – Strategy for a Networked World (Ramírez & M

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• Strategy designs how value is created across interacting actors VCS
• Value does not exist before use use-value
• Value is created through interaction over time interaction
• Strategy shifts focus from firms to systems system-level
• The CRANE model structures reframing work CRANE
• Strategy involves reframing business logic reframing
• Value chains are insufficient in networked contexts limitation
• Actors perform roles within systems roles
• Offerings organize interaction rather than deliver products offering
• Configuring offerings define system logic configuring
• Supporting offerings enable actor interaction supporting
• Strategy enables or relieves actors enable, relieve
• Underutilized resources signal opportunity dormant assets
• Scenario planning explores contextual uncertainty contextual
• Strategic options emerge through design emergence
• Initial VCS designs are often wrong fallibility
• Value becomes visible only in practice in-use
• Old and new systems must coexist coexistence
• Strategy realization is socially negotiated negotiation
• Advantage depends on system configuration configuration

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