QUESTION $5[20$ MARKS$]$

Atsmon:

Your book does not suggest that in a more complex world, strategy becomes more difficult. Instead,

you tell readers to go back to the essence$$the crux$$of what matters most or the point of leverage

that companies can use to differentiate themselves.

Rumelt:

Right. One reason many companies$$ strategies are banal is that they try to do too many things at once.

One principle I expound is that if you are to expend energy and talent on solving a problem, it had

better be$,$ A$)$ a very important problem, and B$)$ a problem you can actually solve. There are problems

we Yuval can$$t solve, so let$$s defer those to next year and instead work on what we can deal with. I

have yet to find a company that will abide by my advice and focus on one problem. They always want

two or three.

The crux of a mountain climb is the hardest move or segment, and you practice getting over that crux

in order to accomplish the climb. The advice that comes from that is$,$Don$$t attempt a climb if you can$$t

handle the crux.$$ In business or national$-$security terms, that means, $$Don$$t tackle a problem if you

MBA$9\_$STRAT$\_$ASG$\_2024$ Regenesys Business School $5$

can$$t handle the hard nut at its center.$$ The successful strategists ask, $$What$$s the crux of these

problems? Can I get through them? And if so$,$ which of these problems is worth putting our resources

toward?$$

The successful strategists ask, $$What$$s the crux of these problems? Can I get through them? And if

so$,$ which of these problems is worth putting our resources toward?$$

Using Capitec Bank as an example, identify the external and environmental factors that were

considered when making strategic decisions in order to secure their position as the best digital

bank of $2022.$