We levered

Management needs to be able to make knowledgeable decisions and prepare appropriate answers for them. This can only be achieved by using tools and approaches for reducing this complexity, which will enable faster action, which will still be systematic, linked and coordinated throughout the organization. These tools and approaches will also help them achieve their goals before their competitors do. We have already covered the Model of distinguishing competencies, which holds answers to both challenges. It shows the foundations of capabilities that organizations must work on to develop them into distinguishing competencies. It is also the first stage of reducing the complexities of doing business, since it focuses on managing external changes and ensuring the success of organizations. If organizations are to build on these competencies, they must continue with the next step of reducing complexities, which is achieved by competitive leverage.

Figure shows the common set of competitive leverage elements: monitoring the activities in the environment, monitoring clients' needs, monitoring direct and indirect competitors, systematic development of human resources, process management, resource management, innovative development of products and/or services, nurturing the relationships with partners, implementing advanced technologies in the right moment, adapting the internal organization, managing the portfolio of strategic initiatives and projects.