According to Michael Porter, in his paper 'What is strategy? (Harvard Business Review, Nov-Dec 1996)', a major destructor of a company's sustainable competitive advantage is managers that chase growth, profits and operational efficiencies, instead of focusing their activities on a defined strategic plan. As competition gets more fierce, a company that aims to maintain an advantage needs to do something unique, something that will separate it from the crowd; and personnel practice is a great place to start. Personnel practice and management is an important area of focus for any business. Unfortunately, this focus is often on frugal staff management and cutting staff costs, instead of recognizing staff as the builders of the strategic vision. As a company like Google has shown, once a competitive advantage has been established on unique practices, and advantages that are continually re-enforced through further new ideas and unique practices, that business becomes a very difficult train to stop.