Still others use their unique ability to make or source products perhaps at the lowest cost in responding rapidly to customer and market demands. Then there are companies that have used their strong financial position to develop a unique advantage. Of greatest importance is that the strategic differentiators are real competitive, sustainable strengths, not just desires or wishes. Once the strategic differentiator has been determined, it is critical to match the talents of the leader and team to the differentiator. Lest we forget, leaders are people.
People have different talents and skills as well as different tolerances for risk and ambiguity.
Some leaders are good at marketing and sales, others at creating and innovating products. Some can make things, and still others are good score keepers and financial analysts. If the leader doesn't have the innate ability, commitment, and motivation to implement the strategic differentiator and gain the advantage, then a new leader must be assigned to do the job. Inmost companies, a mismatch of talents and strategic needs equals failure for the leader, the company, and even society. Leaders can't lead every type of business.