How to succeed in an era of ecosystem-based disruption: strategies and tools for offense, defense, timing, and leadership in a changing competitive landscape. The basis of competition is changing. Are you prepared? Rivalry is shifting from well-defined industries to broader ecosystems: automobiles to mobility platforms; banking to fintech; television broadcasting to video streaming. Your competitors are coming from new directions and pursuing different goals from those of your familiar rivals. In this world, succeeding with the old rules can mean losing the new game. To succeed in this world, you need to change your perspective on competition, growth, and leadership. In this book, strategy expert Ron Adner offers a new way of thinking, illustrating breakthrough ideas with compelling cases. How did a strategy of ecosystem defense save Wayfair and Spotify from being crushed by giants Amazon and Apple? How did Oprah Winfrey redraw industry boundaries to transition from television host to multimedia mogul? How did a shift to an alignment mindset enable Microsoft''s cloud-based revival? Each was rooted in a new approach to competitors, partners, and timing that you can apply to your own organization. For today''s leaders the difference between success and failure is no longer simply winning, but rather being sure that you are winning the right game.

Autorentext

Ron Adner, the author of The Wide Lens: What Successful Innovators See that Others Miss, is an award-winning professor of strategy and entrepreneurship at the Tuck School of Business at Dartmouth College. He is a speaker and advisor to companies around the world and founder of the Strategy Insight Group.

Inhalt
Series Foreword ix
Introduction
Ecosystem Disruption: How to Compete When Boundaries Collapse xi
1 Winning the Wrong Game Means Losing 1
2 Ecosystem Defense is Collective 37
3 Ecosystem Offense: From Adding Competition to Changing Competition 71
4 Timing Ecosystem Disruption: Too Early Can Be Worse Than Too Late 107
5 The Ego-System Trap 137
6 Mindsets Matter: Establishing Leadership Is Different from Exercising Leadership 161
7 Strategic Clarity Is Collective 187
Afterword: Confronting Ecosystem Disruption beyond the Private Sector 195
Acknowledgments 199
Notes 201
Sources and Citations 209
Index 235