Every executive knows that their teams should be more nimble, should be operating at a higher speed, and should be innovating. But these are all discrete capabilities, not necessarily in service to any greater strategy, and in fact much of what passes for strategy doesn’t understand how to take advantage of these capabilities. In this article, the authors describe the Maneuver Strategy from the new book, Outmaneuver. This strategy relies on innovation to achieve its goals, rather than accommodating innovation when it must.
For at least a decade, pundits and experts have expounded on the need to innovate. Corporations need innovation, we say, for a number of reasons. The pace of change is clearly accelerating. The average lifespan of a company on the S&P 500 has been cut in half over the last twenty years. Customer expectations are changing rapidly. New technologies emerge constantly. These reasons drive the need for more innovation. But what’s often missing is the rationale and focus.
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