Richard D'Aveni
Title: Professor Richard A. D'Aveni
Full Name: Richard A. D'Aveni
Birthdate: 1950
Occupation: Author and Strategy Professor
Profile: Bakala Professor of Strategy at the Tuck School of Business at Dartmouth College.
Website: http://daveni.tuck.dartmouth.edu/biography/
Number of Quotes: 11
Competitive advantage is no longer sustainable over the long term; it’s about creating a series of temporary advantages.
Reflects his core thesis on hypercompetition, where static advantages are replaced by dynamic strategies.
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.
Waking up to the New Era of Hypercompetition
Hypercompetition is an environment of intense change, in which flexible, aggressive, innovative
competitors move into markets easily and rapidly, eroding the advantages of the large and established players.
In hypercompetitive environments, the key strategic goal is disruption, not sustainability.
Emphasizes the need for proactive disruption in rapidly changing markets.
Industrial 3-D printing is at a tipping point, about to go mainstream in a big way.
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.
Sustainable competitive advantage is dead.
A succinct summary of his argument against traditional long-term advantage in volatile markets.
The future belongs to those who can innovate faster than their competitors.
Highlights innovation speed as critical in hypercompetitive industries.
The only sustainable competitive advantage is the ability to disrupt the status quo.
Underscores the importance of continuous reinvention to stay ahead.
The pace of competition is now so rapid that traditional sources of competitive advantage can be eroded almost overnight.
Stresses the fragility of conventional advantages in fast-moving markets.
This is not an age of castles, moats, and armor, where people can sustain a competitive
advantage for very long. This is an age that calls for cunning, speed, and enterprise.
The Mavericks