7 Aug In her latest book, Columbia Business School professor Rita Gunther McGrath takes on the concept of sustainable competitive advantage. 4 Jun The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business. book. Rita Gunther McGrath · Alex Gourlay. Below, Rita McGrath suggests that stability, not change, is the state that is most dangerous in dynamic competitive environments, and argues that the end of.

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Want to Read saving…. In my opinion, Clayton Christensen’s and Scott Anthony’s books and articles are much more insightful about this subject matter. Although executives realize that rapid change is the norm, the strategies they use to compete still draw on tbe and practices that were most effective decades ago.

The fundamental problem is that deeply ingrained structures and systems designed to extract maximum value from a competitive advantage become a liability when the environment requires instead the capacity to surf through waves of short-lived opportunities. Although Fuji came in at 9 percent and the average of the rest was McGrath defines the new transient lifecycle of competitive advantage and shows how successful firms manage through it by using an updated philosophy.

To use a military analogy, battles are fought in particular geographic locations, with particular equipment, to beat particular rivals. The End of Leadership Barbara Kellerman. She shows how to tthe this with a new set of practices based on the notion of transient competitive advantage.

She shows how to do this with a new set of practices based on the notion of transient competitive advantage. Hefty credentials by any standards.


Her claims are backed up by research and many spot-on case studies. After a few questions from folk I’ve taken some time to write out my thoughts. If your current employer let you go, would it be relatively easy for you to find a similar role in another organization for equivalent compensation.

Increasingly, business od need to be formulated with that level of precision. To ask other readers questions about The End of Competitive Advantageplease sign up.

The End of Competitive Advantage – Rita Gunther McGrath

Past performance does not predict future success. Apr 01, A. It became lf first non-US company to produce videotape. Just a moment while we sign you in to your Goodreads account.

The End of Competitive Advantage

This is the first piece of foundational strategy work I have seen post porter’s work. Obi-Jack-Kenobi rated it it was ok May 18, The author does a good job of organizing and presenting the new strategy playbook advantafe this era of transient competitive advantage. He pushed the company to establish a sales channel for new products such as magnetic tape optics and hybrid electronic systems.

The “outliers” are not really outliers. Methods of teaching beginners.

With very significant costs, however, compared […]. Rita Gunther McGrath proclaims that we have entered a new era of transient competitive advantage — exploiting short-lived opportunities with speed and decisiveness. McGrath observations around the dangers that face companies that are comfortable in operating in stability is reality not comprehend by many organizations.

The Schuco international KG equates these challenges himself with […]. Marina Costa Bonita is the latest project of the […]. 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.

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Many writers such as Professor Rita McGrath offer more in-depth analysis. About Us The European Business Review is a bi-monthly journal bringing you features on leadership, strategy and global economic issues. A big fan of Rita’s work, a great place to start. A Capitalism for the People Luigi Zingales. Box Princeton, NJ Kodak has gone bankrupt.

The End of Competitive Advantage | The European Business Review

The diagnostic in table 2 can help pinpoint areas in which you might be at risk of being blindsided and suggest changes that you might want to make. The stakes for the company were huge—it risked undermining its existing advantages, and had to make a bet on a highly uncertain future.

If this is the chase then claiming that the tricks used to find success roughly seven years ago will work today is rather foolish.

When I got my start in the strategy field, there were two foundational assumptions we took practically as gospel. McGrath shows how to reconfigure companies so as to become more deft and versatile — and ultimately more competitive.

Not only a thought provoking piece, this book also provides practical steps and necessary components to surf adcantage the continuous wave of transient advantages.

Having achieved a solid position within an industry, companies were encouraged to optimize their people, assets, and systems around these advantages.