Strategy in a discontinuous competitive landscape Strategists must start with a new mindset. Disruptive changes challenge the business models. Consider for example, the highly regulated power industry. All utilities once looked alike and their scope of operations were constrained by public utility commissions and government regulators. Due to deregulation, utilities can now determine their own strategic space.
Companies can unbundle assets and can also segment their businesses.
They can decide their geographical scope. And finally, they can change their business portfolio. Houston-based Enron is a good example of a traditional utility which has, in less than ten years, exploited deregulation and transformed itself into a global, services power house in energy, water and other infrastructure industries. Simultaneously, forces of digitalisation, the emergence of the internet and the convergence of technologies, provide untold new opportunities for strategists. The canvas available to the strategist is large and new.