This perspective is based on the belief that internal managerial competencies can be easily replicated by competitors, leading to a lack of sustainable advantage. Instead, the focus should be on developing a unique strategic position that sets the company apart from its rivals.

The role of middle and lower-level managers is then to effectively manage the organization and execute the plans set by the C-suite. This includes handling the day-to-day operations, ensuring efficiency, and implementing the strategies devised by top-level management.

By delegating these operational tasks to lower-level managers, the C-suite can dedicate their time and energy to strategic decision-making, innovation, and finding new ways to differentiate the company from its competitors. This approach allows for a more efficient division of labor and ensures that each level of management can focus on their respective responsibilities.

Overall, the idea is that companies cannot rely solely on operational effectiveness to gain a competitive advantage. Instead, they should focus on developing a unique strategic position that sets them apart and leaves competitors struggling to replicate their success.