CONCEPT
Three Cs Framework
Ohmae's strategic triangle — Corporation, Customer, Competitor — the relational geometry that insists strategy is not an audit of any single vertex but a reading of the dynamic interaction among all three.
The Three Cs framework was never a checklist. It was a diagnostic discipline for training the strategic mind to see the complete competitive geometry rather than the partial view available from any single functional or organizational perspective. A corporation's capabilities have no strategic meaning in isolation; they have meaning only in relation to what the customer needs and what the competitor can deliver. A customer need has no strategic significance unless the corporation can serve it in a way the competitor cannot match. A competitive threat matters only insofar as it changes the relationship between the corporation's capabilities and the customer's requirements. The three vertices form a single system, and strategy is the reading of that system.
In The You On AI Field Guide
The framework's power lies in its relational logic. Single-vertex analysis produces systematic error. The technologist focuses on the corporation: what new capabilities does AI provide? The labor economist focuses on the competitor: how does AI change