Praise for Battling for Competitive Advantage "[Battling for Competitive Advantage] systematically unravels and explains the complexities of modern business and warfare. This excellent book will prove helpful to business leaders as well as the academic community charged with explaining successful leadership of large organizations." -General Barry R. McCaffrey, U.S.A. (Ret.), Professor of International Security Studies at West Point and NBC News Commentator "Colonel Ken Allard doesn't just have supreme military intelligence, his operational brilliance extends to the business world as well. Battling for Competitive Advantage teaches you that business is war and that Ken is the perfect commander-in-chief to follow into your business battles." -Ron Insana, Coanchor, CNBC's Business Center "In war, they don't give out medals for second place. In business, as in war, you can't win without first surviving. [This book] offers the hard-won wisdom from one warrior's world to another. Read, laugh, squirm, survive, and win!" -Scott A. Snook, Associate Professor, Organizational Behavior Harvard Business School "In the post-9/11, post-Enron environment, Ken Allard's Ten Commandments of Military Leadership are directly applicable to today's business CEOs." -Tom Petrie, Chairman and CEO, Petrie Parkman & Co.

Praise for Battling for Competitive Advantage "[Battling for Competitive Advantage] systematically unravels and explains the complexities of modern business and warfare. This excellent book will prove helpful to business leaders as well as the academic community charged with explaining successful leadership of large organizations." -General Barry R. McCaffrey, U.S.A. (Ret.), Professor of International Security Studies at West Point and NBC News Commentator "Colonel Ken Allard doesn't just have supreme military intelligence, his operational brilliance extends to the business world as well. Battling for Competitive Advantage teaches you that business is war and that Ken is the perfect commander-in-chief to follow into your business battles." -Ron Insana, Coanchor, CNBC's Business Center "In war, they don't give out medals for second place. In business, as in war, you can't win without first surviving. [This book] offers the hard-won wisdom from one warrior's world to another. Read, laugh, squirm, survive, and win!" -Scott A. Snook, Associate Professor, Organizational Behavior Harvard Business School "In the post-9/11, post-Enron environment, Ken Allard's Ten Commandments of Military Leadership are directly applicable to today's business CEOs." -Tom Petrie, Chairman and CEO, Petrie Parkman & Co.

Now beyond its eleventh printing and translated into twelve languages, Michael Porter’s The Competitive Advantage of Nations has changed completely our conception of how prosperity is created and sustained in the modern global economy. Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America. Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.

In this pathbreaking book, Michael E. Porter unravels the rules that govern competition and turns them into powerful analytical tools to help management interpret market signals and forecast the direction of industry development.

Are you at risk of being trapped in an uncompetitive business? Chances are the strategies that worked well for you even a few years ago no longer deliver the results you need. Dramatic changes in business have unearthed a major gap between traditional approaches to strategy and the way the real world works now. In short, strategy is stuck. Most leaders are using frameworks that were designed for a different era of business and based on a single dominant idea—that the purpose of strategy is to achieve a sustainable competitive advantage. Once the premise on which all strategies were built, this idea is increasingly irrelevant. Now, Columbia Business School professor and globally recognized strategy expert Rita Gunther McGrath argues that it’s time to go beyond the very concept of sustainable competitive advantage. Instead, organizations need to forge a new path to winning: capturing opportunities fast, exploiting them decisively, and moving on even before they are exhausted. She shows how to do this with a new set of practices based on the notion of transient competitive advantage. This book serves as a new playbook for strategy, one based on updated assumptions about how the world works, and shows how some of the world’s most successful companies use this method to compete and win today. Filled with compelling examples from “growth outlier” firms such as Fujifilm, Cognizant Technology Solutions, Infosys, Yahoo! Japan, and Atmos Energy, The End of Competitive Advantage is your guide to renewed success and profitable growth in an economy increasingly defined by transient advantage.

A competitive advantage just isn't enough. Your company is turning in regular profits every year, and its market share is only getting bigger. Competitors can’t touch you. So why is your stock price so sluggish? The answer is as simple as it is cruel: investors aren’t interested in history, and they already know you’re profitable and competitive—that knowledge is baked into your stock price. The hard reality is that a competitive advantage just isn’t enough. Investors want companies to surprise them with unexpected value, which means that you can outperform market expectations only if you as a leader know how to find, create, and deliver a series of multiple competitive advantages. This is why a corporate theory is so important. A good corporate theory provides a compass for those at the strategic helm, guiding their decisions about what assets and activities to pursue, what investments to make, and what strategies to adopt. Behind every long-term corporate success story lies a basic theory about how that company creates value. In Beyond Competitive Advantage, strategy professor Todd Zenger describes what makes a great corporate theory and helps readers understand the many tensions and trade-offs they’ll face as they apply the theory to meet the challenge of market expectations. Based on years of research and analysis, Beyond Competitive Advantage provides managers and executives with a framework for both sustaining value and creating growth.

Organizations today face a stark choice: change or fail. Transformation has become the only constant of the business landscape, and those companies that cannot adapt are doomed. But Karl Schoemer's New Reality program is here to help businesses make the tough choices that will lead to success. This book iincludes practical tools to help managers and employees: Adapt to change Identify Design/Defiant/Default behaviors Create a culture focused on the needs of the customer and consumer This book includes case studies and anecdotes from Schoemer's clientele and positions executives and employees to make the most out of every change their company encounters.