Rita Gunther McGrath

The End of Competitive Advantage

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Are you at risk of being trapped in an uncompetitive business?Chances are the strategies that worked well for you even a few years ago no longer deliver the results you need. Dramatic changes in business have unearthed a major gap between traditional approaches to strategy and the way the real world works now. In short, strategy is stuck. Most leaders are using frameworks that were designed for a different era of business and based on a single dominant idea—that the purpose of strategy is to achieve a sustainable competitive advantage. Once the premise on which all strategies were built, this idea is increasingly irrelevant.Now, Columbia Business School professor and globally recognized strategy expert Rita Gunther McGrath argues that it’s time to go beyond the very concept of sustainable competitive advantage. Instead, organizations need to forge a new path to winning: capturing opportunities fast, exploiting them decisively, and moving on even before they are exhausted. She shows how to do this with a new set of practices based on the notion of transient competitive advantage. This book serves as a new playbook for strategy, one based on updated assumptions about how the world works, and shows how some of the world’s most successful companies use this method to compete and win today. Filled with compelling examples from “growth outlier” firms such as Fujifilm, Cognizant Technology Solutions, Infosys, Yahoo! Japan, and Atmos Energy, The End of Competitive Advantage is your guide to renewed success and profitable growth in an economy increasingly defined by transient advantage.
This book is currently unavailable
236 printed pages
Original publication
2013
Publication year
2013
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Quotes

  • mail22801has quoted6 years ago
    onic problem of new businesses being managed like more certain ones. Brambles also set up a measurement system to see how it is doing on implementation. As Ron says, “They track everything.” The company has what it calls an “innovation dashboard,” which tracks the following:
    Ideas submitted per month
    Sessions (workshops) held and on which topics
    Employees trained
    Ideas by category
    Status of the innovation fund in terms of total revenue opportunity
    Revenue opportunity by category
    Funds spent and returned to the innovation fund
    Opportunities received, opportunities funded, and opportunities launched
  • mail22801has quoted6 years ago
    So the company shifted from simply saying there was a fund to being more explicit about what the company was looking to do. It articulated three broad areas that would define what was in scope to be funded by the innovation fund. The first would include projects that were potential revenue generators. Then there were value generators, which were defined as projects that increase margins, help to maintain premiums, reduce costs, or just create greater marketplace differentiation. A final category was insight generators, the front-end piece that helps the company understand new and emerging customer needs
  • mail22801has quoted6 years ago
    The third category of investments is in options. Options are generally small investments you make today that buy you the right, but not the obligation, to make a more substantive investment in the future. Pilots, prototypes, early-stage experiments, living lab designs, and so on are all options

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