Whether it is Eastman Kodak, the US photographic giant, Sony, the global electronics group, International Business Machines, Unilever, the Anglo-Dutch consumer giant, Revlon, the US cosmetics group, or Ford, managers must come to terms with the nature of transformation that technological convergence and digitalisation will have on their industries. Further, the impact of the spread of the world wide web and the internet is just beginning to be felt. Ecological sensitivities and the emergence of non-governmental organisations such as the green movement are also new dimensions of the competitive landscape. We can identify a long list of discontinuities and examples to illustrate each one of them. However, that is not our purpose here.
Industries represent such a diversity of new, emerging and evolving games.
The rules of engagement are written as companies and managers experiment and adjust their approaches to competition. 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.