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In today's fast-paced world, the urgent drives out the important, let alone looking out into the future, which for the most part goes unexplored. As a result of this the capacity to act, rather the capacity to think and imag­ine becomes the sole measure of leadership.


Even if a present-day company succeeds at restruc­turing and reengineering but fails to look into the fu­ture, it can only keep one step ahead of delivering margins and profits of yesterday's business.


We all have holier-than-thou, high-profile initiatives, but it's not enough in today's or tomorrow's markets.


There must be a fire-breathing action plan to spark the hearts and minds of everyone in your company.


There are many objectives to be explored. The com­pany must have an action strategy to...

     Identify hidden challenges.

     Begin to secure long-term advantages starting today.

     Build capabilities required for success.

Each action plan is an ongoing strategic process that gives a group of customers a better deal than the com­petition can and still make money and continue to do so as the future and the environment changes. A simple translation is to provide the best deal profitably over time.


Any action plan that doesn't make a connection to delivered benefits, price, and costs over time is not go­ing to provide real guidance for day-to-day managers. The benefits, price, and costs are derivatives of the value chain to the customer.


Stakeholders demand double-digit increases and prof­its year after year, yet we have more of the same manage­ment thoughts and actions to accomplish this tall order.

Traditionally your product or service goes up against that of your competitor and someone wins. You improve your productivity by listening to your customer and by investing in the supply chains that create it. all that!

The traditional mindset of competition totally ig­nores the context or environment within which busi­ness lies. It ignores the co-evolution with others in that environment that creates cooperation and conflict in its natural state.

Excellent businesses can be destroyed by conditions around them (a la the economic shock of the Asian flu). Even an excellent restaurant in a failing neighborhood will likely die.

Often we are guided by incorrect assumptions and poor data to where even very capable managers may per­sistently make what appears to be bizarre mistakes and poor decisions.

Some bad assumptions that can be made are...

     All of your competitors see the market in the same
way your company views it.

     Your competitors know everything you know, but
they do not know anything more than that.

     Every one of your competitors, in any given situa­
tion, will behave as you would.

     Your competitors will continue to act in the future
as they have in the past.

The results of these assumptions are naively devastating.


The facts have been presented.

•   Fast-paced hyper-competition is emerging as a result
of significant global changes.

     New-age competition is fast companies generate ad­
vantages and market power while faster ones gener­
ate more advantages and greater market power and
no one's advantages are guaranteed to last long.

     Today's business environment is becoming increas­
ingly hostile. Expect business environments to be even
more warlike.

     We must be prepared to manage in an upside-down,
frenzied world.

     We must pick up where traditional ideas leave off.

     We must have substantial and sustained intellectual
energy to have a spectacular business strategy and
successful business that will continue to be robust.
Are you ready? Then get set and...



Part 1  Part 2    Part 3   Part 4  Part 5

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