Let’s define enduring advantage as having a coherent system of strategy, operating model and capabilities along with identity, culture, structure and offerings that are differentiated and valued within a given market. For example, Amazon strategy is to be ‘Earth’s most customer centric company’ with differentiation based in vast selection, low prices and fast delivery.
Too often the need or perhaps even just the desire to disrupt is approached without coherence. For example, new digital systems are implemented without understanding how they align with strategy and enable the organisation to compete.
When disruption is tackled without strategic coherence, we often end up moving further away from enduring advantage. For example, we adopt the processes that are defined for us by the new digital system and become a ‘me too’ rather than a leader and innovator.
