Whitney Zimmerman says the book introduces what the authors call the undelegatable roles of the CEO in strategy.
“In the book, we introduce, um, uh, what we call the undelegatable roles of the CEO in strategy, right?”
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Whitney Zimmerman
1 episodes · 8 quoted claims
Whitney Zimmerman defines shuffle rate as the amount of market share changing hands in a market over a period of time.
“We have this thing called shuffle rate, and shuffle rate essentially, um, looks at the amount of market share that is changing hand in any given market over a period of time.”
Whitney Zimmerman notes that Peter Drucker spoke about the importance of purposeful abandonment.
“Drucker used to talk talk about the importance of purposeful abandonment.”
Whitney Zimmerman says a market's attractiveness rests on its potential to support returns, which sets a ceiling, and its dynamics, which determine whether returns are captured.
“The overall potential of the market to support returns and its dynamics, right? In a sense, the potential of the market set sets a sort of ceiling on the returns”
Whitney Zimmerman says only 10% of companies the authors studied track the drivers of competitive advantage at the market level.
“Only 10% of companies we found track the drivers of competitive advantage at a at a market level.”
The book proposes a taxonomy of ten sources of competitive advantage.
“We're proposing ten sources of competitive advantage.”
Whitney Zimmerman says the book describes four ways to manage competitive advantage: deepen, bridge, renew and abandon.
“you deepen advantage by widening the gap, uh, widening the moat, investing in it intentionally. Uh, you bridge your advantage”
Whitney Zimmerman says she has led McKinsey's work counseling chief strategy officers and speaks with three to five of them a week.
“over the last couple of years, I've I've led our work counseling two strategy officers on how to succeed in the role.”