The Future of Competition

Chapter Twelve

BUILDING NEW CAPABILITIES FOR THE FUTURE

WE STARTED THIS BOOK by outlining the challenges to the traditional thinking about value creation. As the co-creation paradigm gains momentum, practically every traditional function within the firm will change. Every manager must make a bigger commitment to learning—and perhaps equally important, to selectively forgetting some of the old assumptions that underlie traditional business practices.

The examples in this book illustrate many of the ways in which the key business functions are already evolving and were chosen to help you see, think, and plan differently. But you must act differently as well. This chapter enumerates the key functional transitions that businesses will face. Only ...