Competing on the Edge: Strategy as Structured Chaos

Overview


Unstable markets, fierce competition, and relentless change are the only certainties in today's chaotic business world. In their startling new book, authors Brown and Eisenhardt contend that to prosper in such volatile conditions, standard survival strategies must be tossed aside in favor of a revolutionary new paradigm—competing on the edge. To compete on the edge is to relentlessly reinvent, and it's the only way to navigate the treacherous waters of tumultuous markets. Competing on the edge is an ...
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Overview


Unstable markets, fierce competition, and relentless change are the only certainties in today's chaotic business world. In their startling new book, authors Brown and Eisenhardt contend that to prosper in such volatile conditions, standard survival strategies must be tossed aside in favor of a revolutionary new paradigm—competing on the edge. To compete on the edge is to relentlessly reinvent, and it's the only way to navigate the treacherous waters of tumultuous markets. Competing on the edge is an unpredictable, sometimes even inefficient strategy, yet a singularly effective one in an era driven by change. It requires charting a course along the edge of chaos, where a delicate compromise is struck between anarchy and order, to the edge of time, where current business is the primary focus, but actions are shaped by past legacies and future opportunities. By adroitly maneuvering through chaos and time, managers can avoid constantly reacting to nonstop change and instead set a rhythmic pace that others must follow, thereby shaping the competitive landscape—and their own destiny. In the first book to translate leading edge concepts from complexity theory into management practice, each chapter focuses on a specific management dilemma and illustrates a solution. Linking where do you want to go? With how will you get there? Here's a bold and surprising strategy that works—when the name of the game is change.
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Editorial Reviews

Booknews
Links the practical concerns of business managers to some of the most exciting scientific ideas from complexity theory, the nature of speed, and evolution to create a bold new business strategy that harnesses the dynamic nature of change. Draws on research with 12 global businesses and interviews with some 100 managers, and presents real- world examples showcasing these strategies in action. Annotation c. by Book News, Inc., Portland, Or.
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Product Details

  • ISBN-13: 9780875847542
  • Publisher: Harvard Business Review Press
  • Publication date: 5/28/1998
  • Edition number: 1
  • Pages: 320
  • Product dimensions: 6.48 (w) x 9.51 (h) x 1.19 (d)

Meet the Author


Shona L. Brown is a consultant with McKinsey & Company in Toronto, Canada.
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Table of Contents

Preface
1 Strategic Challenge of Change 1
2 Playing the Improvisational Edge 25
3 Capturing Cross-Business Synergies 57
4 Gaining the Advantages of the Past 89
5 Winning Tomorrow Today 125
6 Setting the Pace 161
7 Growing the Strategy 189
8 Leading the Strategy 217
9 Rules of Competing on the Edge 241
App.: Methods 249
Notes 255
Bibliography 259
Index 287
About the Authors 299
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  • Anonymous

    Posted January 1, 2000

    Well written and valuable

    I read scores of business books each year and this is one of the best. As I high compliment, I put it on the must-read list for my wife who hates to read business books. Rarely is a business book so clear and valuable in its approach to new material. There were thought provoking introductions and helpful summaries for each chapter. The use of analogies such as the Tour de France as a collaboration model enabled the authors to invigorate their subject and prove their points creatively. I am anxiously awaiting their next book!

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