Various Myths And The Only Sustainable Competitive Advantage Ever - Aditya Yadav

1. “Running an Agile Fortune 500 Company”
Aditya Yadav, aditya.yadav@gmail.com
in.linkedin.com/in/adityayadav76
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2. *
*A Typical Global Company
*Fortune 500/1000
*200 Divisions
*40 Countries
*25000 Employees

3. @ Acme Inc.
*

4. *
*Original Question “How do we compete, what’s
the basis of our Competitive Advantage? What
Resources or Capabilities do we Leverage and
How?”
*The Correct Question - “I guess you are stuck
with the Classical Legacy Theory of
Competitive Advantage. Allow me to rectify
that theory and build upon it to answer your
question. Shall we?”

5. And The Philosophy Behind The Answer
*

6. *
* When a firm sustains profits that exceed the average for its industry, the firm is said to
possess a competitive advantage over its rivals. The goal of much of business strategy
is to achieve a sustainable competitive advantage.
* Michael Porter identified two basic types of competitive advantage
* cost advantage
* differentiation advantage
* A competitive advantage exists when the firm is able to deliver the same benefits as
competitors but at a lower cost (cost advantage), or deliver benefits that exceed those
of competing products (differentiation advantage). Thus, a competitive advantage
enables the firm to create superior value for its customers and superior profits for
itself.
* Cost and differentiation advantages are known as positional advantages since they
describe the firm's position in the industry as a leader in either cost or differentiation.
* A resource-based view emphasizes that a firm utilizes its resources and capabilities to
create a competitive advantage that ultimately results in superior value creation.
Ref: http://www.quickmba.com/strategy/competitive-advantage/

7. *

8. *
* According to the resource-based view, in order to develop a competitive advantage the
firm must have resources and capabilities that are superior to those of its competitors.
Without this superiority, the competitors simply could replicate what the firm was
doing and any advantage quickly would disappear.
* Resources are the firm-specific assets useful for creating a cost or differentiation
advantage and that few competitors can acquire easily. The following are some
examples of such resources
* Patents and trademarks
* Proprietary know-how
* Installed customer base
* Reputation of the firm
* Brand equity
* Capabilities refer to the firm's ability to utilize its resources effectively. An example of
a capability is the ability to bring a product to market faster than competitors. Such
capabilities are embedded in the routines of the organization and are not easily
documented as procedures and thus are difficult for competitors to replicate.
* The firm's resources and capabilities together form its distinctive competencies. These
competencies enable innovation, efficiency, quality, and customer responsiveness, all
of which can be leveraged to create a cost advantage or a differentiation advantage.

9. *
*Competitive advantage is created by using
resources and capabilities to achieve either a lower
cost structure or a differentiated product. A firm
positions itself in its industry through its choice of
low cost or differentiation. This decision is a central
component of the firm's competitive strategy.
*Another important decision is how broad or narrow
a market segment to target. Porter formed a matrix
using cost advantage, differentiation advantage,
and a broad or narrow focus to identify a set of
generic strategies that the firm can pursue to
create and sustain a competitive advantage.

10. *
*The firm creates value by performing a series of
activities that Porter identified as the value chain.
In addition to the firm's own value-creating
activities, the firm operates in a value system of
vertical activities including those of upstream
suppliers and downstream channel members.
*To achieve a competitive advantage, the firm must
perform one or more value creating activities in a
way that creates more overall value than do
competitors. Superior value is created through
lower costs or superior benefits to the consumer
(differentiation).

11. *
Absolutely Nothing Of What I have Covered Earlier
is Relevant Today. Let me show you why?

12. *
*For Any of Porters Generic Strategies (&
Positions) There are between 30-5000
companies in every industry from Automotive
to Software Services. Everything else Ceteris
Paribus Positioning by itself is irrelevant in
terms of a Competitive Advantage. I REST MY
CASE.
**Nothing else*

13. *
* Patents and trademarks – Every Patent can be worked around as is or when new Techniques and Technologies
evolve. In some cases where you can’t its easier to avoid THE NONSENSE and do something else.
* Proprietary know-how – What????
* Installed customer base – Nobody owns Customers. They are getting pretty rational they will go where ever they
find better value, reliability, innovation or experience etc.
* Reputation of the firm – It’s a matter of time *Ticking Time Bomb* if you rely on this to protect you from the
competition.
* Brand equity – Based on Irrationality. As transparency and knowledge becomes free Brand Equity becomes
irrelevant or a useless protection against competitors.
* Prof. Porter made this Theory in the 20th century. Today its not like you will be trying to want to start a business
and need an oil well, coal mine or something like that which nobody else can acquire.
* Also its not that you will hide behind Government Protections, Licenses and Subsidies to run your world changing
business. It is not only proven that those things are disastrous for competition and excellence, but those things are
getting extinct very quickly. Or in the best case they are good for a start but never can be a Sustained Competitive
Advantage.
* When you are starting your business Patents & Patent Trolls are the only ones that will give you misery. They need
to be dealt with carefully. But again even if you file 1000 Patents today, rest assured your competitors will kill you
anyway.
* Golden Rule: There is No Resource Or Capability that exists today except for niche’s like Space, Airline Engineering,
etc. which means anything in terms of Competitive Edge. Absolutely Nothing!!! Zilch… If you are planning on relying
on any of these you are fooling yourselves.

14. *
* On The Other hand there is a Growing List Of Companies which claim “People are our Only Sustainable
Competitive Advantage”
* But that statement is very far from true. People are free to move about. Yours today, a million dollars
later and tomorrow they are mine. And they control the source of Production and they bring everything
I need to Produce with them, coupled with what I already have - I’m in business baby!!!
* So what is it?
* We define Geniuses as people who can Learn and Learn How To Learn better than everyone else. Which
results in exponential capability growth and performance edge.
* So the answer is, People BY THEMSELVES are NOT your only sustainable competitive advantage…
* Individual & Organizational Learning
* Learning, Unlearning and Relearning
* Learning how to learn
* All organizational structures, tools, policies, procedures, processes, leaders, champions, culture
and ecosystem integration that help individuals and your organization learn by themselves and
together collaboratively.
* The entire process of running the organization ingrained in which Organizational Learning Happens
and the Learning's are Applied To Deliver Business Value to the Customer.
* All of that put together… are YOUR ONLY SUSTAINABLE COMPETITIVE ADVANTAGE EVER!!!!
* Everything else is IRRELEVANT TODAY or was relevant centuries ago and makes no sense today.
* Sorry to Dissapoint you Strategy By Design Strategists…. Emergent Strategy Rules!!!

15. *
Aditya!!!