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Measured and Tracked
ORGANIZATIONAN ORCHESTRATED STRUCTURE

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“What were once believed to be real trade-offs. . .”

“What is Strategy?” ()

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Harvard Business Review

“What were once believed to be real trade-offs. . .”

“What were once believed to be real trade-offs—between defects and costs, for example—turned out to be illusions created by poor operational effectiveness. Managers have learned to reject such trade-offs.”

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