organizations must first assess if they have the "right to play"—the ability to quickly build skills and a scalable, differentiated approach. It's essential to ensure the market aligns with long-term strategic goals and to evaluate its potential, even in a competitive landscape.

In my experience, first of all, one should first assess whether the organisations have the right to play and whether it is in it for long run (meaning it has spent considerable time determining that it is strategic for the organisation to play in that market) . Right to play is defined as the ability to build skills rapidly and having differentiated yet scalable approach. Assessing the medium- long term potential of the market even if it is competitive is crucial.

Navigating a competitive market landscape requires a strategic approach to identify which emerging opportunities to pursue. One can begin by assessing market needs to pinpoint gaps that can be uniquely filled, ensuring that the offerings align with consumer demands. Post the same one should evaluate the resources—both financial and operational—to confirm that one has the capacity to effectively seize the opportunity. Additionally, it will be helpful to also conduct a thorough risk-versus-reward analysis, weighing each opportunity available. Lastly if one can involve key stakeholders in discussions and gain diverse perspectives and insights, this can ultimately lead to more informed and confident decisions on which opportunities to pursue.

In a competitive market, I focus on emerging opportunities that align with our strengths and long-term goals. I evaluate each option by considering its potential ROI, market demand, and how it fits into our current strategy. By analyzing trends, customer needs, and the competitive landscape, I prioritize opportunities that offer the most strategic value while mitigating risks. This ensures we stay agile and make informed decisions to drive growth.

"Chasing every gap in the market is a recipe for burnout." While filling market gaps sounds strategic, not every gap is worth pursuing. Remember how Steve Jobs ignored “market needs” and focused on creating needs with the iPhone? Sometimes, disrupting the landscape beats chasing it. If you’re always reacting to gaps, you’ll miss out on creating something game-changing. Instead, focus on where your strengths can redefine expectations.