Transient Advantage

Sustainable Competitive Advantage
Knowledge Center

Best Practices

Sign up

Jaap de Jonge
Editor, Netherlands

Transient Advantage

According to Colombia BS Professor Rita Gunther McGrath, achieving a Sustainable Competitive Advantage (SCA) (establishing a unique competitive position that can be sustained for long periods of time) is nearly impossible these days.
Allthough that idea is not new (see for example this discussion on 12manage: Is Strategic Planning Passé? and compare Real Options and Emergent Strategy), Professor McGrath does introduce an interesting new term: TRANSIENT ADVANTAGE (TA).
Acronyms
TA = Transient Advantage
CA = Competitive Advantage
SCA = Sustainable Competitive Advantage
I looked up the word "transient", it means: brief, temporary, passing, provisional, temporal. Quite the opposite of sustainable if you think about it.
McGrath argues companies need to embrace the notion of TA instead of SCA, "learning to launch new strategic inititiatives again and again, and creating a portfolio of advantages that can be built quickly and abandonded just as rapidly".

What I liked most of this article is the seven dangerous misconceptions, most of which indeed I have witnessed several times over the years:
1. The first-mover trap (The belief that being first to market creates a SCA)
2. The superiority trap (The belief it is impossible to create a better product)
3. The quality trap (The belief that offering the highest quality provides a SCA - it won't because cheap and poor competitors will improve over time)
4. The hostage-resources trap (The habit of allocating most of the resources in a corporation to the big divisions / cash cows)
5. The white space trap (innovation don't fit anywhere in the org chart)
6. The empire-building trap (in many large firms, the top positions and rewards are for those managing the large operations, resulting in hoarding, bureaucracy, and resistance to change)
7. The sporadic-innovation trap (innovation is an on/off process; not a continuous pipeline).

To create an innovation pipeline or portfolio of advantages, companies need to apply eight shifts in the way they operate and think about strategy:
1. Think about arenas, not industries (threats can come from players outside of your industry)
2. Set broad terms and then let people experiment (allow freedom to be creative)
3. Adopt metrics that support entrepreneurship
4. Focus on customer experiences and solutions to real problems
5. Build strong personal relationships and networks
6. Avoid brutal restructuring and learn healthy disengagement
7. Get systematic about early-stage innovation
8. Experiment, iterate, learn.
And most of all: leaders must recognize that fast and roughly right decision making must replace deliberations that are precise but slow.
Source: Transient Advantage: Rita Gunther McGrath in HBR June 2013, p62-70

  Purna Chandra
Business Consultant, India
 

Transient Advantage Sounds like INNOVATION & CHANGE

To sustain CA, an organization has to continually (...)

  In Ho Kim
Professor, Korea (South)
 

New Sights on Profit-seeking

Will CA, SCA, or even TA guarantee a superior perf (...)

  Jaap de Jonge
Editor, Netherlands
 

Adaptive Goodness

@In Ho Kim: Thank your for your reaction, which lo (...)

  Andrew Blaine
Business Consultant, South Africa
 

Arenas and Markets

I am inclined to agree with the principle behind t (...)

  K.V.Narrasimham
Professor, India
 

TA & Adaptive Goodness

@In Ho Kim: Please let us know what is Adaptive G (...)

  In Ho Kim
Professor, Korea (South)
 

Adaptive Goodness

@Jaap de Jonge (Editor), @K.V.Narrasimham: In orde (...)

  Vivek Joshi
 

'TA' versus 'Simple Steps'

Some time back early in the last decade I recall r (...)

  Indrajit Sethi
Professor, India
 

SCA should be Left Behind in 20th Century

TA spells a fresh approach! The top leading organ (...)

  taha2656
 

Transit Advantage (TA) and SCA

I feel TA and SCA are same as Objectives and Strat (...)

  Jagdish B Acharya
Consultant, India
 

TA, SCA etc. Come Much Later

@In Ho Kim: I agree with you. When a firm understa (...)

  Andrew Blaine
Business Consultant, South Africa
 

Recognition of Advantage

@Jagdish B Acharya: I am not sure that I agree wit (...)

  In Ho Kim
Professor, Korea (South)
 

AG as a Result of Needs-Focused Innovation

@Jagdish B Acharya: Thanks for your understanding (...)

  Robinson M. Tenu
Entrepreneur, Cameroon
 

Transient Advantages = Opportunities to Exploit

Sometimes simple opportunities pop up during busin (...)

  In Ho Kim
Professor, Korea (South)
 

What Makes a Transient Situation?

When customers' needs change or evolve, a firm's s (...)

  Anneke Zwart
Student (University), Netherlands
 

From Sustainable Competitive Advantage to Transient Advantage

In the past decades, basically all businessess’ s (...)

Start a new forum topic

 

More on Sustainable Competitive Advantage
Summary
Forum
🔥Sustaining your Competitive Advantage Means Ongoing Change
Sustainable Alignment?
Are you a Strategist? You have a Key Role in Creating Sustainable Competitive Advantage
How to Define SCA of a Business?
Sustainable Competitive Advantage for Technology-based (Internet) Firms
Can Customer Experience Create Sustainable Competitive Advantage?
2 Different Views Towards 'Sustainability'
Best Practices
Sustainable Competitive Advantage and Increasing Profit
Transient Advantage
Special Interest Group

Are you interested in Sustainable Competitive Advantage? Sign up for free

Notify your students

Copy this into your study materials:

and add a hyperlink to:

Link to this discussion

Copy this HTML code to your web site:

Sustainable Competitive Advantage
Knowledge Center



About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
© 2021 12manage - The Executive Fast Track. V15.8 - Last updated: 22-4-2021. All names ™ of their owners.