“It has become clear from the rumblings and soul-searching in the field of competitive strategy that a revolution is brewing. Managers and strategy researchers are discovering that existing models of strategy are nearly obsolete in the intensity of today's fast-paced competition. Some have called for a more dynamic approach, even questioning the sustainability of competitive advantage in this new environment. But so far, this revolution-waiting-to-happen has had no leader. Now it has.”

Foreword
Hypercompetitive rivalries, 1994

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Richard D’Aveni5

American economist 1953

Richard D’Aveni (1953) American economist

Foreword
Hypercompetition. 2010

“The essential complement to the path-breaking book Competitive Strategy, Michael E. Porter’s Competitive Advantage explores the underpinnings of competitive advantage in the individual firm.”

Michael E. Porter (1947) American engineer and economist

Competitive Advantage, 1985

“The essential complement to the path-breaking book Competitive Strategy, Michael E. Porter’s Competitive Advantage explores the underpinnings of competitive advantage in the individual firm.   Competitive Advantage introduces a whole new way of understanding what a firm does. Porter’s groundbreaking concept of the value chain disaggregates a company into “activities,” or the discrete functions or processes that represent the elemental building blocks of competitive advantage.”

Michael E. Porter (1947) American engineer and economist

Competitive Advantage, 1985

“In a nutshell, Blue Ocean Strategy proposes that strategy can shape industry structure, whereas competitive strategy sees strategy as choosing the right position under given structural constraints. The field of strategy has been long dominated by a structuralist view; in other words, the idea that the industry’s structure is fixed. Strategy, as commonly practiced, tees off with industry analysis and is conventionally about matching a company’s strengths and weaknesses to the opportunities and threats present in the existing industry. Here, strategy becomes a zero-sum game where one company’s gain is another company’s loss, as firms are bound by existing market space.”

W. Chan Kim (1951) South Korean economist

"Interview with W.Chan Kim & Renée Mauborgne," in: Blue Ocean Strategy http://centres.insead.edu/blue-ocean-strategy/documents/e-ibosi2015.pdf, INSEAD document, 2015.

“From microchips to corn chips, software to soft drinks, and packaged goods to package delivery services, executives have watched the intensity and type of competition in their industries shift during the last few years. Industries have changed from slow moving, stable oligopolies to environments, characterized by intense and rapid competitive moves, in which competitors strike quickly with unexpected, unconventional means of competing. They now confront “hypercompetitors” who continuously generate new competitive advantages that destroy, make obsolete, or neutralize the industry leader’s advantages, leaving the industry in disequilibrium and disarray.”

Richard D’Aveni (1953) American economist

Richard A. D’Aveni (1997). " Waking up to the New Era of Hypercompetition https://www.researchgate.net/publication/233454654_Waking_Up_to_the_New_Era_of_Hypercompetition". The Washington Quarterly, Sept. 3, 1997. p. 183–195. Lead paragraph.

“A natural companion to the competitive advantage is the synergy component of strategy. This requires that opportunities within the scope possess characteristics which will enhance synergy.”

Igor Ansoff (1918–2001) American mathematician

Source: Corporate Strategy, 1965, p. 165

“Despite the roar of voices wanting to equate strategy with ambition, leadership, “vision,” planning, or the economic logic of competition, strategy is none of these. The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 3

“Some of the biggest changes have been in the process of generating business strategies—what I call “strategy work.” Around 1980, the received wisdom was to decentralize into business units, which would each generate a strategic plan. These plans were then amalgamated up the hierarchy, in some portfolio way, for senior management. That approach has all but disappeared, and we’ve seen a dramatic recentralization of strategy work.”

Richard Rumelt (1942) American economist

Response to the question: "You’ve been teaching about, researching, and consulting on business and corporate strategy for 35 years. What changes have you seen in that time?"
"McKinsey Quarterly interview," 2007

“Value innovation is the cornerstone of blue ocean strategy. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space.”

W. Chan Kim book Blue Ocean Strategy

Source: Blue Ocean Strategy, 2005, p. 13 (2016 extended edition)

“The model of competitive equilibrium which has been discussed so far is set in a timeless environment. People and companies all operate in a world in which there is no future and hence no uncertainty.”

Paul Ormerod book The Death of Economics

Part I, Chapter 4, Professional Reservations, p. 76
The Death of Economics (1994)

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