The once strong correlation between profitability and industry share is now almost nonexistent in some sectors.
… traditional approaches to strategy—though often seen as the answer to change and uncertainty—actually assume a relatively stable and predictable world. …

[expand title=”Read More . . .”]Sustainable competitive advantage no longer arises exclusively from position, scale, and first-order capabilities in producing or delivering an offering. All those are essentially static. ….
Instead of being really good at doing some particular thing, companies must be really good at learning how to do new things….In order to adapt, a company must have its antennae tuned to signals of change from the external environment, decode them, and quickly act to refine or reinvent its business model and even reshape the information landscape of its industry. …. The UK-based grocery retailer Tesco continually performs detailed analyses of the purchase patterns of the more than 13 million members of its loyalty-card program. Its findings enable Tesco to customize offerings for each store and each customer segment and provide early warning of shifts in customer behavior.[/expand]