Most of the time
the book follows the path of scaring reader by stating how everything is
getting faster and faster and how all of us need to be more and more flexible. There
are some interesting thoughts, though, as well:
"Texts on
strategy and innovation are full of great ideas and new things that leaders
should do. (...) "There aren't any textbooks on what to stop
doing."" (Gunther McGrath, 2013, p.53).
The ability to
disengage from a former competitive advantage is as important as launching a
competitive advantage (Gunther McGrath, 2013, p.13). “it is through
reconfiguration that assets, people, and capabilities make the transition from
one advantage to another.” (Gunther McGrath, 2013, p.27).
“Although
dynamism and rapid change are all around us, people are not very effective when
facing extreme uncertainty – it tends to be paralyzing. The outliers,
therefore, have crafted social architectures that bound the amount of uncertainty
and change their people have to face.” (Gunther McGrath, 2013, p.34).
“that wrenching
change seldom characterizes strategic shifts at the outlier companies.”
(Gunther McGrath, 2013, p.40). “instead, it seems, that outlier firms, relative
to competitors, embed change in their normal routines. They reallocate
resources flexibly and on an ongoing basis, rather than going through sudden
disvestitures or restructuring.” (Gunther McGrath, 2013, p.41).
“”When we decide
to get out of something, we slow down on allocating resources to those things.
They find their way to insignificance in a period of time .. you don’t need to
chop it off, you need to let it live its live.” (Gunther McGrath, 2013, p.43). “At
IBM, for instance, stopping projects such as OS2 and exiting the PC business
were both moves that freed up resources, time and attention to be able to focus
on opportunities.” (Gunther McGrath, 2013, p.79). Also: proactively retiring
limiting older IT assets.
“I contrast to
their competitors, the outlier firms also appeared to have fewer big, high-risk
all or nothing bets, which is also consistent with an options orientation.”
(Gunther McGrath, 2013, p.48). “it could simultaneously invest in the renewal
of its core business while exploring new alternatives.” (Gunther McGrath, 2013,
p.49).
“Strategy is
often carried out by a small group of people. (…) Often the people who see
changes coming are not those in charge of making major organizational
decisions. They are technologists, scientists, and oattern recognizers. Often,
also, the people who are in a position to make difficult choices face the
prospect of personal and career catastrophe if the predictions turn out to be
true.” (Gunther McGrath, 2013, p.139).
“Psychologists
tell us that we all have a pervasive bias in our thought processes, namely, to
seek out information that confirms what we believe to be true. (…) Part of the
new playbook for strategy is to do what Justus did at Berlitz and actually seek
discomforting evidence.” (Gunther McGrath, 2013, p.145).