- Hardcover: 204 pages
- Publisher: Harvard Business; Edition edition (10 July 2013)
- Language: English
- ISBN-10: 1422172813
- ISBN-13: 978-1422172810
- Product Dimensions: 16.5 x 1.9 x 24.1 cm
- Average Customer Review: 1 customer review
- Amazon Bestsellers Rank: #88,815 in Books (See Top 100 in Books)
The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business Hardcover – 10 Jul 2013
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"Business leaders should 'have a good look' at Rita McGrath's new book about the importance of a flexible and dynamic business model." -- Entrepreneur magazine (entrepreneur.com) "Unlocking the secrets of competitiveness... In her new book, McGrath debunks the notion of sustainable competitive advantage. It no longer has relevance she says, and instead organizations now need to find ways of leveraging temporary advantages to remain fluid and innovative enough to change tack when those advantages no longer remain." -- Decision "There are a number of valuable lessons in The End of Competitive Advantage that IT leaders can heed and inculcate. It also stands as a challenge for them to shed old, reactionary ways of doing business, and instead assume strategies that differentiate their organizations as innovative thought centers." --CIO Digest "intriguing look at the future" -- BizEd magazine "The End of Competitive Advantage is one of the best business strategy books in recent years. It is readable, well organised and capable of delivering observations that can be absorbed the next strategy meeting. But beyond that it rather importantly updates our assumptions about what will and won't work in that 'fast moving world." -- Engineering and Technology Magazine "The End of Competitive Advantage fits beautifully into the ongoing discussion about what defines successful companies today, and what will continue to in the future." -- 800 CEO READ "The book is well written, well argued, assumes knowledge on the part of the reader without sliding into either corporate speak or the long words of academia, and the argument hard to refute... More importantly, the solutions offered here are immediately actionable." -- Business Traveller (businesstraveller.com) ADVANCE PRAISE for The End of Competitive Advantage: Francisco D'Souza, CEO, Cognizant-- "If competitive advantage was ever sustainable, that time has passed. McGrath's book not only captures the shortcomings of traditional, static models, but lays out the tools that fuel leading performance. The End of Competitive Advantage will give you an entirely new perspective on how to think about strategy." William D. Green, former Chairman, Accenture-- "This smart, readable book addresses today's most significant strategy reality: that we are living in an era of transient advantage. Rita McGrath provides a playbook for this new landscape, showing how you can identify opportunities fast, execute against them at scale, and be unafraid to move on when the situation changes." Sanjay Purohit, Senior Vice President, Infosys Ltd.-- "The urge to hold on to one's established competitive advantage is a vicious trap. McGrath clearly establishes the factors central to building a dynamic competitive edge for an enterprise of tomorrow. Refreshing, insightful, and a must-read." Nancy McKinstry, CEO and Chairman, Executive Board, Wolters Kluwer nv-- "McGrath's groundbreaking work is aptly timed for today's dynamic markets, where winning requires continuous reconfiguration." Klaus C. Kleinfeld, Chairman and CEO, Alcoa-- "The End of Competitive Advantage makes clear that high-performance teams have to stay vigilant. Are your leaders seizing new opportunities or just trying to optimize an outdated strategy? Keep your head up and stay alert, or a transient advantage might pass you by." Clayton M. Christensen, Kim B. Clark Professor of Business Administration, Harvard Business School-- "As a long-time member of the Rita McGrath fan club, I was delighted to see this book. Her approach to strategy is fresh and practical and is exactly what managers need today. It acknowledges competitive realities but shows a clear path forward. It is one of the most illuminating takes on how to deal with disruption that I have ever read."
About the Author
Rita Gunther McGrath teaches at the Columbia Business School. She has written books like the Entrepreneurial mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty, Discovery Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity and MarketBusters: 40 Strategic Moves that Drive Exceptional Business Growth. She promotes novel ideas for growth in business to CEOS of many multinational companies. She became a fellow of the Strategic Management Society in 2009, because of her exceptional work. One of her books was introduced by Bill Gates at the 2005 Microsoft CEO Summit.
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First, "Innovation is not a sideline ... [or] a senior executive hobby or a passing fad. Innovation is a competency that needs to be professionally built and managed." [ch 5] In reality, half of what passes for innovation is because some senior executive has got all worked up over a book he or she has read, and suddenly, innovation is everyone's priority. Typically that lasts a few months, amid widespread feelings of "we've seen this before."
Second, "Often, the people who see changes coming are not those in charge of making major organizational decisions. ... Often, also, the people who are in positions to make difficult choices face the prospect of personal and career catastrophe if the predictions turn out to be false." [ch 6]
Finally, forward-thinking ideas are easily quashed. They get torpedoed again and again by entrenched interests out of sheer spite, for no reason save that political agendas were not adequately served. Never mind that entire lines of business are at stake.
In companies facing erosion of long-held advantages and reluctant to let go cherished assumptions, working "within the system" to integrate deliberate innovation and disruption is a sound approach to ensure it is done reliably *and* repeatably. McGrath provides many examples of companies who have done that.