For most of this book, I’ve spent time showing how transient advantages have implications for strategy, for corporate choices, and for how organizations need to operate. In this final chapter, I’d like to shift the focus to what this all means for individual people. In a world of sustainable advantages, you could actually plan a career path and expect a relatively long employment relationship with companies. With transient advantages, as I’ve said earlier, the metaphor is more like making a movie, putting on the Olympics, or working in a political campaign—the organization itself comes, goes, and changes as competitive needs dictate. The Bureau of Labor Statistics, as I noted in an earlier ...
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