Michael Porter at Harvard makes a simpler classification

Michael Porter at Harvard makes a simpler classification: there are only two aspects – strategy and execution. This duality underscores the huge impact of the internal operation of a company. Many companies may not be able to implement the investment strategy outlined in the previous post. Numerous obstacles may hinder profitable implementation - staffing inadequacies (lack of training personnel, for example), systems inefficiencies, and misallocation of resources among them. Managers may be afraid to invest the time, money, and effort required. There may be "Cargo Cult" analysis that will obfuscate thinking. (The term "brand aspirational" comes to mind. Aren't all customers "brand-aspirational"?) And there is always the law of unanticipated consequences.

Is the strategy retailing strategy outlined in the previous paper risky? Of course!
But this is true of any strategy. All strategies are risky. Managers are paid (and hopefully trained) to assess the probabilities, judge the risks, and evaluate these obstacles. And to make the decisions – to take the risks.

An integrated network of utilities and infrastructure

Networks represent the largest part of the built environment. They are the fundamental backbone through which European social cohesion and economic growth is being promoted and developed. Moreover, the impact of networks on the European economy is significant as the efficiency of the networks is the basis of the European competitiveness against strong competitors and low cost economies.

Under "Networks" the European Commission does include all types of services that are offered to citizens such as transport infrastructures (roads, railways, waterways etc) that assure quick and safe mobility of persons and goods and infrastructures of services (gas, water, energy, telecommunications, postal services, etc) that make our working and living conditions easier and more comfortable.

Owners and operators of any network, whether at local, national or international level, are legally responsible for its correct, continuous and safe functioning and owe a duty of care to the public and the users/consumers. This means that owners and operators must concern themselves with aspects of safety and security, user satisfaction, congestion, maintaining asset value, sustainability and accessibility. The latter must be balanced with meeting local, regional and central government objectives on, for example, economic and territorial development, health and social issues.

All issues above demand the maximum usage of the current networks and impact upon the funding of growth, operation and upkeep. Furthermore, to provide a commensurate return to governments and stakeholders (including citizens) on their investment in a network (by public money or according to tariffs), the service provided should be satisfactory, and demonstrably so.

These infrastructures must be seen as a unique integrated product or system that includes different functions and answers to different needs throughout its lifecycle and in accordance with end-user needs.