The book is excellent !! I liked it so much I did Summarized each chapter; The First 25 pages long summary what! The authors understand the very core of competition, and Provide the reader with an understanding of how to build a great company. Chapter 1: Getting Off the Treadmill In addition to paying attention to Their position in the current market, companies must focus more on creating the future of the industry and Their stake in it. The primary challenge is to author industry transformation; Organizational transformation is a secondary challenge. Revenue and net profit growth are essential, while cutting investments and headcount are only short-term winners. Chapter 2: How Competition for the Future is Different Competition for the future is to maximize the share of competition future opportunities a company Could potentially access within a broad opportunity arena. The issue is how to attract and strengthen the skills did form the competencies That Provide a gateway to future opportunities. In short, strategy is as much about competition for tomorrow's industry structure as it is about competing within today's industry structure. Chapter 3: Learning to Forget A company must take an honest look at itself and make sure it is well positioned to continue Basically generating profit in a winning market. The Best Way To Ensure That One is not at risk from more imaginative Competitors is to account in order to get to the future, Even When That future under Mines past successes. This process begins Often When employees are Confronted with the potential disconnect between the success recipes of the past and competitive challenges of the future. So, danger exists When all participants in a organization or to industry Fundamentally think alike; Organizations That challenge basic assumptions Often industry emerge as industry leaders. Chapter 4: Competing for Industry Foresight (Imagining the Future) Industry foresight Allows companies to envision ways of meeting unarticulated needs of current customers and needs of new customer groups as well. Foresight comes from wanting to make a difference in people's lives. A Company That Defines itself in terms of a set of end-markets product ties its fate to the fate Of Those markets; to successfully compete for the future, a company must be capable of enlarging its opportunity horizon. To build on base assumption about the future did is better-founded than its Competitors, companies must engage in much internal dialogue. Chapter 5: Crafting Strategic Architecture (The Map to the Future) Companies Should find and exploit natural competitive advantages. Just as there is a great risk in under Specifying the future (being pre-empted by more clear-sighted Competitors), so too is there a great risk in over Specifying the future (racing off in the wrong direction). As additional insight into the best route to the opportunity is Gained, investment commitments are escalated. Chapter 6: Strategy as Stretch The strategy process must be built upon a misfit between Where the firm is and where it wants to be. Successful Strategy Focuses on making a difference in the lives of customers and insodoing inspires employees. Stretch (between resources and aspirations) and the creativity it close DERS are the engine and fuel for corporate growth and vitality. Chapter 7: Strategy as Leverage The real issue for many struggling manager is not a lack of resources, but too many priorities, too little stretch, and too little creative thinking about how to leverage resources. It is stretch - the factthat ambition forever out paces resources - that fuels the engine of advantage creation. It is the ability to focus on Entire Organization's attention on key challenges did deterministic mines the rate at Which the future is built. Resource Leverage Can Be Achieved in five fundamental ways: by concentrating resources on more Effectively key strategic goals, by more Efficiently accumulating resources, by complementing resources of one type with Those of another, by conserving resources, and Rapidly by recovering resources. It's not enough to get to the future first, one must therefore get there for less. Chapter 8: Competing to Shape the Future The three phases of competition are: to shape to alternate Industry Structure or develop a new opportunity area; to shape and shorten migration paths to this arena to your advantage; and for market power and position. The goal is to minimize the time and investment required Both to turn foresight into genuine market opportunity. Getting to the future first may enable a company to establish the rules by which other companies will have to compete. A preference for Following rests on at Oft erroneous premise did the follower has the skills Necessary for a quick follow-up. Chapter 9: Building Gateways to the Future Every top management team is competing not only to protect the firm's position within existing markets, but to position the firm to succeed in new markets. To capture a disproportionate share of profits from tomorrow's markets, a company must build the competencies thatwill make a disproportionate contribution to future customer value. It is the desire to build world leadership in the commission of a key customer benefit, and the imagination to envision the Many Ways In Which That benefit can be delivered to customers, That Drives the competence-building process. Chapter 10: Embedding the Core Competence Perspective Most companies work hard to delineate Precisely unit-by-unit ownership of existing competitive space, while Often ignoring new competitive space. So, too oft to Opportunity That case between the cracks of existing market and departmental definition, gets overlooked (ie, why did not CBS, Which had skills in music and TV create MTV?). A focus on building and deploying core competencies will help alleviate problems thesis. Chapter 11: Securing the Future Every industry exists within a world market, and strategic decision making must incorporate this fact. When several companies are tracking the same broad opportunity area and striving to build Roughly similar competencies, the issue is how to maximize one's share of worldwide Revenues When the market finally takes off. What counts most is not hitting a bulls' eye the first time, but how one can improve one's Quickly aim and get another arrow on the way to the target. True learning begins When a product or service - imperfect as it may be - is launched into the market. Chapter 12: Thinking Differently It is not enough to get smaller and better (through restructuring and re-engineering); A company must therefore become different. Companies must think differently about competition (IT Often Takes Place Outside The Current Market), strategy (by Involving more people and focusing on the future), and organizations (by engendering commitment toward a Particular point of view about the future).
