"Raytheon: Defender of the Rainforest"

Paper Summary:

This paper provides an overview of Raytheon, an analysis of the strategic management views of Gary Hamel and C. K. Prahalad compared to Michael Porter's views as discussed in Graham Beaver's 1998 case study, "Raytheon: Defender of the Rainforest," a discussion of how Raytheon can achieve a competitive advantage in the environmental protection industry in light of its defense-related focus in the past, followed by an evaluation of the future role of strategic innovation at Raytheon. A summary of the research is provided in the conclusion.

From the Paper:

"Strategic management has received much attention over the past few decades, due in large part to books by Michael Porter and Stephen Robbins that provide a number of frameworks for leaders to use to help guide their organizations through these changing times. In the case of Raytheon, this strategic management has been focused on responding to opportunities and in some cases, creating opportunities, by concentrating on their core competencies. In the case of Raytheon, however, it would seem that these core competencies are not so much the strategic planning involved, but rather the ability to jump on a chance when it comes along and through positioning itself according to the demands of the markets it serves."

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