The reconfiguration process is the secret sauce of remaining relevant in a situation of temporary advantage, because it is through reconfiguration that assets, people, and capabilities make the transition from one advantage to another (table 2-1). Because this is quite different from the thinking in conventional strategy, I thought it would make a suitable point of departure for the rest of the book. Organizations that get this right are shape shifters. You don’t see dramatic downsizings or restructurings, you don’t see people sticking with one role for long periods of time, and you don’t see confusion about the company’s evolutionary path. Instead, there is a consistent ...
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