The value of winning will escalate, as will the cost of losing. The reconstructed business definitions will rarely correspond to the old. The hardest step for an incumbent organization is the mental one of seeing the business through a different, deconstructed lens and then acting on this insight. Strategy in a deconstructing world has to be generally right, but need not be specifically right, as long as the organization maintains a capacity to learn from its mistakes. The value of incumbents' best assets is all too often destroyed by the organizational, behavioral and personal baggage that they insist on bringing to the new venture.
Incumbents can be the insurgents, if they choose.
But to really embark on deconstruction, Evans and Wurster say companies need a leader who can both create the culture and set the strategy. All Rights Reserved.