Topple: insight into new models for explosive growth

Because it's time.

Here's what we all now.

Fewer than 15% of firms realize approximately 85% of economic profit in just about every industry. Much talk is made of the usual culprits here: Facebook, Amazon, Netflix and Google. But there are many others– whether Tencent or Tesla, Applied Materials or Microsoft, and any of a number of other companies, many smaller, but growing fast. Aside from capturing a disproportionate of economic profit, these, and others, are the explosive growth models to learn from. While different in size, industry and geography, many of them share a commonality, one that begins to highlight a stark difference between the growth models of yesterday and those of tomorrow.

The commonality? The recognition that a new competitive landscape required asking, and answering, a new strategic question. The question: where is value being created… and destroyed… in the ecosystem and value chains in which you’re engaged. And what role do you play within it with what set of (new) capabilities to do so? Why the new strategic question? Because technologies advance. Markets shift. And customer expectations change. So, shouldn't how we make sense and take action on the new opportunities, and challenges, of a new competitive landscape?

My new book, Topple: the end of firm-based strategy and the rise of new models for explosive growth, talks through the 4 lessons of explosive growth models, those based on answering on the new strategic question and relentlessly focused on identifying the 'new 20%' of capabilities (skill-sets and technology assets) critical to capture 70% of new value. Because our competitive landscape has changed. Enjoy! and Engage!