Competitive Strategy

“Category kings” make three common but avoidable mistakes that open the door to competitors.

The Fall 2020 issue of MIT SMR offers leaders new strategies for an uncertain business environment.

A framework for sensing the unexpected, organizing in response, capturing value, and renewing capabilities.

Three uncertainties confront any disruptive innovation: technology, ecosystem, and business model.

How brand owners can rebuild consumer confidence, and why leaders must invest in building trusted employee relationships.

Consumer confidence will be the new currency of business; here’s how companies can respond.

Amy Webb outlines the 11 sources of change that could disrupt your organization.

How to boost innovation capacity and institutional pride, and addressing tech inequity and the ethics of automation.

External innovation is a way to broaden your portfolio, not a substitute for internal innovation.

Columbia’s Rita McGrath discusses how traditional businesses can compete with innovative upstarts.

Clayton Christensen was more interested in getting to the right answer than in being right.

Disruption should not be the do-or-die strategy for startups, but a considered choice.

Disrupters are now going directly to consumers with products that compete head-on with incumbents.

Christensen’s Theory of Disruptive Innovation offers insights in an age of big data and tech growth.

Companies looking to become market leaders face two challenges: getting ahead — and staying there.

MIT SMR invites readers to a lively discussion about digital strategy.

Transformation strategies are bound to flop unless leaders evolve in some pretty dramatic ways.

The true underperformers in this digital disruption era are not measures but their managers.

How companies are making AI pay; tread cautiously in a transparent world; CIOs step up their game.

If companies want to compete with blockchain, they must first cooperate to develop standards.