COMPETITING FOR THE

FUTURE
BY:
GARY HAMEL
Submitted by

Abhineet Dayal(25)
Ann Marie Thomas(20)
Bharathi V. Sharma(55)
Submitted To Ferzeen Sanjana(02)
Bharti Deshpande Shyam Jajodia(52)
 REGENERATING STRATEGY
Quest For         
    Competitiveness

Restructuring And  Reengineering      Reinventing 

Downsizing Processes Industry

Smaller Better Different

 COMPETITION IN FUTURE IS
DIFFERENT
Failure to anticipate and participate in the
opportunities of the future impoverishes both
firms and nations
Business units versus corporate competencies
Creating future often requires that a company
build new ore competencies, competencies that
typically transcend a single business unit



 STAND ALONE VERSUS INTEGRATED
SYSTEMS

Few companies create future single handedly

most need a helping hand
Perseverance

Organizational commitment and perseverance

are driven by desire to make a difference in
people’s lives – longer the difference the
deeper the commitment



 COMPETING FOR INDUSTRY
FORESIGHT
 Foresight and Vision
 Competition-To establish company as intellectual leader
 Enlarge opportunity horizon
 Be naive as little children
 Focus on functionalities
 Be humble enough to speculate
 Beyond customer–led
 Empathize with human needs



 CRAFTING STRATEGIC
ARCHITECTURE
What is strategic architecture?
It consists of the following
§ Information architecture
§ Social architecture
§ Financial architecture
EDS’s strategic architecture
§ Globalise
§ Informationalise
§ Individualise

 Strategy as stretch
Starting resource positions- poor predictor
of future
Strategic intent
Attributes
§ Sense of direction
§ Sense of discovery
§ Sense of destiny

COMPETING TO SHAPE THE FUTURE
Getting to the future first
Managing migration path
Maximizing share of influence
Coalitions –Becoming a nodal company
Standards setting

 Managing migration path
Investing in core competencies
Creating and managing coalitions
Learning and experimentation in the
market
Setting standards and influencing
regulation
Building global brand and distribution

 Coalitions- Becoming a nodal
company
Coalition means a temporary alliance
No one firm possesses all the requisite
resources
To bring new product or services
To avail political concerns

 CORE COMPETENCE

 Gateway to the future
 Core competence is the bundle of skills and
 technology
 A broad classification which contain 7-10
 skills
 For ex :
 Sony- “Miniaturization”
 Fed Ex – “Just In Time”

 Intercorporate competition
 Risk Of Ignoring Core
Competencies
Growth opportunity will needlessly truncated
New idea can also hampered if firm has no
appropriate competencies
Better understanding of the competitors is not
possible
Lead to dependence on external suppliers for
core products

 CORE COMPETENCE PRESPECTIVE IN
ORGANISATION

1.Identifying Core Competencies

2.Establishing Core Competence Acquisition
Agenda
3.Building Core Competencies
4.Deploying Core Competencies
5.Protecting and defending core competence
leadership
 ESTABLISHHING THE CORE
COMPETENCIES AGENDA

NEW
CORE COMPETENCIES

PREMIER PLUS 10 MEGA OPPORTUNITIES

core competencies will weWhat
neednewtocore
buildcompetencies
to protect will
and extend
be needed
franchise
to enter
in in
market
new
EXISTING

FILL IN THE BLANK WHITE SPACES

he opportunity to improveWhat
markets
new product
shares by
canbroadening
be createdexisting
by recombining
core competencies
current co

EXISTING NEW

MARKET
Keys to global pre-emption
Should pre-exist among minds of global
customers
Strong distribution presence
Capacity to come up with a new product or
service anytime
To interpret the future demand correctly and
to be ahead than the competitors......
This used to be called as “prospecting”
New term “expeditionary marketing”
4 P's of global preemption

PROXIMITY

PREDISPOSITION

PROPAGATION

PRE-EMPTION


 Think differently....
Ifthe goal is industry leadership,
restructuring and reengineering are not
enough.
To build leadership, a company must be
capable of reinventing its industry, to
rebuild leadership; a company must be
capable of regenerating its core
strategies.
To have a share in the future, a company
must learn to think differently
