The reason we've been looking. At this model of disruption is not because we're trying to understand technology necessarily. But we're trying to understand companies and entrepreneurial startups. And try to understand how you can strategize or manage your company. Its strengths and its weaknesses, take advantage of opportunities in the marketplace. To succeed, to develop competitive advantages. And we believe, that under certain circumstances. You’ll have more success as an entrepreneur if you are developing something that’s disruptive. The whole point of looking at this model, though, is to understand business success. This is one way for us to predict success. We looked at a number of other models throughout this course, including Porter's five forces. We looked at the core competency approach. We looked at Porter's generic business strategies to try to understand this same question. No matter which framework you find the most compelling or most useful in your situation. Whether you be a manager of a existing company, or running a very small business. Or looking to start up something new, you want to understand success. But I feel we should mention something very important to end the course. And that is that everything we've been talking about is related to strategy formulation. How to come up with the strategy, what's the best plan we can develop? And we haven't been talking about strategic planning per se if you recall. We've been talking about how to develop a competitive advantage. How we define ourselves, compared to our competitors. How we're winning in the marketplace. We haven't focused very much on a mission statement or developing a three year strategic plan. We've been much more focused on uniqueness and succeeding profitability, things like that. So no matter what type of company you are, you hopefully can do that. But what you have to do in order to have that success is to execute or to have strategy implementation. And, to some degree, that's the much harder approach to strategy. How do you actually enact or put into place all of these great ideas? It's great to do the analysis that we've done. But do you have the people in order to put into process this strategy or this plan? Do they buy in or do they agree with the plan? Do they understand it? Are you aware of changes in the marketplace? Do you have leadership? Who is able to put this into place. And so, there's a whole other area of strategy that you should learn about. Which is strategy implementation, leadership, and other related areas. You will find a lot of books out there,for example, talking about strategy execution. And, again, that's the lot a much harder approach to strategy that's more than 50% of the battle. I just wanted to make that very clear because this can come across, perhaps to some of you. As very book oriented learning or theoretical. And I would be the first to recognize, that you can have the greatest plan or strategy in place. But if you don't have the means to execute it. If you don't have the resources to execute it. You'll never get anywhere. And so I leave that with you as kind of a parting final comment. Don't take this course to mean that you're finished understanding strategy by any means. This is just the beginning.
