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The end of competitive advantage

Many companies struggle to find their competitive advantage in their market as a part of the strategy formulation process. It has been the cornerstone of strategy since the day Professor Michael Porter described it in his 1979 article and launched the concept of sustainable competitive advantage.
Now, Professor McGrath says, “Strategy is stuck”.
Finding a favorable position in a well-defined industry and then exploiting a long-term competitive advantage in that position is not working anymore. The reason is that a position and its advantages are transient in the fast changing market of today. “We need to base our strategies on a new set of assumptions”, Professor McGrath continues.
Read more in the book The End of Competitive Advantage: How to Keep Your Strategy …

Morten Ove

2013-04-25

Democratic design for change

At the core of every successful change effort I would argue that we find a democratic nerve center – an effort to bring key stakeholders on board through heavy involvement and giving everyone else in the organization who is affected by the transition the invitation to get involved and make themselves heard.
All to often we limit the work with designing the change to a small group of “chosen ones” leaving the rest of the organization on hold until they are hit by the tsunami “roll out” – a phase in the process where it’s hard or even impossible to make a positive contribution. Doing this we miss out on the collective knowledge and creativity in the organization and looses the …

Blog

The end of competitive advantage

Democratic design for change

PlanB