Download Competitive Strategies: Managing the Present, Imagining the by Enrico Valdani, Alessandro Arbore (auth.) PDF

By Enrico Valdani, Alessandro Arbore (auth.)

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Such discontinuity is the result of radical innovation that can take a great variety of forms. As far as product innovation (technological in particular) goes, a common example is a killer application,3 that is a particularly successful functionality or market application that drives the propagation of the technology, the platform, or the underlying product. 4 Causes of hypercompetition: a succession of quantum leaps for the dissemination of the internet, just like the Lotus 1-2-3 spreadsheet was for the IBM personal computer, or roller coasters for many amusement parks, Tetris videogames for the Game Boy portable console, or live soccer championships for pay-TV in Italy.

Netscape (formerly Mosaic Communication) did so when it invented the first web browser, as compared to other new players such as Lycos which launched the first search engines. In the Movement Game, the challenge for the firm is to leverage its ability to deploy an unorthodox strategy, thereby confusing and disorienting the competition. Engaging a competitor in conventional and predictable maneuvers is an orthodox strategy, while the deployment of unexpected maneuvers and surprise tactics constitutes an unorthodox strategy.

Every day, the vision is gradually refined. ” Although the second method may be less reassuring than the first, it is often more logical and workable, seeing as the future rarely materializes from any extrapolation or projection of the present. This manner of planning the future requires the ability to create quantum leaps – radical discontinuities that do not lead to incremental change but rather to substantive breaks with the past and the present. Discontinuity and change express uncertainty – not a popular word because of its connotations with doubt and anxiety – with a “disconnect” from what we know, which distances us from familiar situations and contexts.

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