Developing and sustaining competitive advantages.

What is strategy?

The essence of strategy is choosing to perform activities differently than rivals do by defining a company’s position, making trade-offs, and forging fit among activities.

11 reasons to be excited about the future of technology

There are many exciting new technologies that will continue to transform the world and improve human welfare. Here are eleven of them.

Zero to One

The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. And the next Mark Zuckerberg won’t create a social network. If you are copying these guys, you aren’t learning from them.

Why software is eating the world

We are in the middle of a dramatic and broad technological and economic shift in which software companies are poised to take over large swathes of the economy.

Mobile is eating the world

As we pass 2.5bn smartphones on earth and head towards 5bn, and mobile moves from creation to deployment, the questions change. What's the state of the smartphone, machine learning and 'GAFA', and what can we build as we stand on the shoulders of giants?

Cars and second order consequences

It's useful, and challenging, to think about second and third order consequences: as the saying goes, it was easy to predict mass car ownership but hard to predict Wal-mart, and the broader consequences of the move to electric and autonomy will come in some very widely-spread industries, in complex interlocked ways.

The five competitive forces that shape strategy

The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious.

The next big thing will start out looking like a toy

Technologies tend to get better at a faster rate than users’ needs increase. From this simple insight follows all kinds of interesting conclusions about how markets and products change over time.

The Innovator’s Solution

Innovation is more predictable than most managers have historically believed. The authors identify what actions and practices are essential for companies to embrace new disruptive innovations and avoid being disrupted themselves.