Section Twocontinuum are activities that require high levels of interpersonal
skill, political awareness, and sensitivity. For the strategic-value
dimension, at one end of the continuum are activities that have
direct business impact on the firm’s ability to implement its
competitive strategies. At the other end of the continuum are
activities that have a more indirect or less strategic impact. The
model is presented in Figure 2-2. Although there has been no
survey of practitioners indicating agreement as to the
placement of activities in specific quadrants, Figure 2-2
provides some examples. It should be noted that the strategic
value of the activities may vary according to the specific
circumstances faced by each firm.