| I. Introduction |
| 1 | Does sustained performance exist? |
| II. What drives sustained performance? |
| 2 | Reviewing 15.900: Strategy fundamentals: position vs. competencies |
| 3 | Case: Wal-Mart |
| 4 | Case: Southwest |
| 5 | Pause for reflection |
| III. Organizational Competence and Relational Contracts |
| 6 | Revisiting 15.311: Lincoln Electric in China |
| 7 | Case: The HP-Cisco Alliance |
| 8 | Case: Toyota |
| 9 | Case: BP |
| 10 | Case: BP and the Baker report |
| 11 | Pause for reflection |
| IV. Changing Relational Contracts |
| 12 | Case: Best Buy and Circuit City |
| 13 | Case: Delta and Song |
| 14 | Pause for reflection: Toyota's expansion |
| V. Doing Strategy when Competence Matters |
| 15 | Case: Good to Great |
| 16 | Case: Lilly (A) |
| 17 | Case: Lilly (B) |
| 18 | Case: Corning |
| 19 | Case: Paul Levy |
| 20 | Case: Paul Levy (B) |
| 21 | Case: Simmons |
| 22 | Case: Simmons (B) |
| VI. Wrap Up |
| 23 | Student presentations of highlights from term projects |
| 24 | Conclusions |