The Strategist Adam Brandenburger J.P . Valles Professor, NYU - - PowerPoint PPT Presentation

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The Strategist Adam Brandenburger J.P . Valles Professor, NYU - - PowerPoint PPT Presentation

The Strategist Adam Brandenburger J.P . Valles Professor, NYU Stern School of Business Distinguished Professor, NYU Tandon School of Engineering Faculty Director, NYU Shanghai Program on Creativity + Innovation Global


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The Strategist


Adam Brandenburger
 J.P . Valles Professor, NYU Stern School of Business
 Distinguished Professor, NYU Tandon School of Engineering
 Faculty Director, NYU Shanghai Program on Creativity + Innovation
 Global Network Professor
 New York University

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“Competition existed long before strategy. It began with life itself.”

  • - Bruce Henderson, founder of the Boston Consulting Group
“The Origin of Strategy,” Harvard Business Review, 1989; Sabi Sabi Game Reserve, South Africa, August 2017 (photo by Adam Brandenburger)

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“The differences between you and your competitors are the basis of your advantage.”

  • - Bruce Henderson, founder of the Boston Consulting Group
“The Origin of Strategy,” Harvard Business Review, 1989; Sabi Sabi Game Reserve, South Africa, August 2017 (photo by Adam Brandenburger)

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Under terms of CartoonStock license #309491

“Creativity is seeing what everyone else has seen, and thinking what no one else has thought”

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constraint combination contrast context

https://www.regencychess.co.uk/the-red-and-black-broadbase-chess-set-p-1395.html
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Course Architecture

Topics of sessions:

Class 1: The Strategist as Creative Radical Class 2: Strategy from Contrast Class 3: Strategy from Combination Class 4: Strategy from Constraint Class 5: Strategy from Context Class 6: The Strategist is Me

Format of each session:

Introduction to topic Discussion of readings Real-time applications

Project work:

Weekly write-up on a creator of your choice Final manifesto titled “The Strategist is Me”

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constraint combination contrast context

https://www.regencychess.co.uk/the-red-and-black-broadbase-chess-set-p-1395.html
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Time Performance of predictive AI Threshold New business models Existing business models

From shop-then-ship to ship-then-shop

Ajay Agrawal, Joshua Gans, and Avi Goldfarb, “How AI Will Change Strategy: A Thought Experiment,” Harvard Harvard Business Review, October 2017, at https://hbr.org/2017/10/how-ai-will-change-strategy- a-thought-experiment
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... literally

Apple_logo_Think_Different.png, by Stoopkitty
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6/15/18 9:50 PM 10

The Boring Company/YouTube
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https://www.campaignlive.co.uk/article/campaign-big-awards-2015-gold-automotive-integrated/1369188; my thanks to Ida Li for this example
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Unbundling

https://www.ignant.com/2013/08/19/spaghetti-bench/ (Pablo Reinoso)
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How to begin:

Precisely identify the assumptions that underlie conventional thinking in your industry Think about what might be gained by proving one or more of them false Deliberately disturb an aspect of your normal work pattern to break up ingrained assumptions

What to watch out for:

Because the assumptions underlying your business model are embedded in all

  • f your processes — and because stable businesses need predictability — it

won’t be easy to change course Organizations are very good at resisting change

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constraint combination contrast context

https://www.regencychess.co.uk/the-red-and-black-broadbase-chess-set-p-1395.html
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SLIDE 15 https://commons.wikimedia.org/wiki/File:Steve_Jobs_Headshot_2010-CROP .jpg; https://www.wired.com/1996/02/jobs-2/

“Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things.”

  • - Steve Jobs

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Competitors Customers Complementors Suppliers

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The Enterprise

Co-opetition, by Adam Brandenburger and Barry Nalebuff, Doubleday 1996
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https://blog.daimler.com/2018/03/28/joint-venture-bmw-daimler-mobility-services/

“Daimler announced today that it intends to enter into a joint venture with BMW to create a mobility

  • powerhouse. With this move, two arch-rivals leverage

competition and cooperation --- at the same time.”

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https://coachs-challenges.com/apple-watch-nike/
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From Complexity Labs https://www.youtube.com/watch?v=9fw8Q1Zd-mQ
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http://www.webtechknow.com/wp-content/uploads/2017/06/the- combination-of-human-and-artificial-intelligence-will-define-humanitys- future.jpg
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How to begin:

Form groups with diverse expertise and experience; brainstorm new combinations of products and services. Looks for ways to coordinate with providers of complementary products (who may even be competitors).

What to watch out for:

Businesses often manage for and measure profits at the individual product or activity level. But combinations require system-level thinking and measurements.

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constraint combination contrast context

https://www.regencychess.co.uk/the-red-and-black-broadbase-chess-set-p-1395.html
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“Creativity loves constraints”

  • - Marissa Mayer at Google
https://commons.wikimedia.org/wiki/ File:Marissa_Mayer_speaking,_2011.jpg

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From inside From

  • utside

Strengths Weaknesses Opportunities Threats

🙂 🙃 🙂 🙃

OLD SWOT From inside From inside Strengths Weaknesses Opportunities Threats

🙂 🙃

become become NEW SWOT

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Abu Dhabi Shanghai

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http://www.cs.columbia.edu/artemis/; www.collegepond.com/new-york-university/; http://commonedge.org/looking-desperately-for-urbanism-in-shanghais-pudong-district/; http://bahealthcare.ae/newsletter/

Columbia University New York University

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shanzhai in Shenzhen

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noma Copenhagen — image courtesy of Jane Lee at https://blog.naver.com/photojane/220213459133
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How to begin:

List the ‘incompetencies’ (rather than competencies) of your organization — and test whether they can in fact be turned into strengths. Consider deliberately imposing some constraints to encourage people to find new ways of thinking and acting.

What to watch out for:

Successful businesses face fewer obvious constraints; people may feel no need to explore how new ones might create new opportunities.

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constraint combination contrast context

https://www.regencychess.co.uk/the-red-and-black-broadbase-chess-set-p-1395.html
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Burdock --- image from https://commons.wikimedia.org/wiki/File:Villtakjas_2008.jpg
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https://commons.wikimedia.org/wiki/File:Intel_Inside_Logo.svg; Intel Inside and the Intel Inside logo are trademarks of Intel Corporation or its subsidiaries in the U.S.; shutterstock_541740199.jpg under license
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https://commons.wikimedia.org/wiki/File:Norco_Range.jpg (Source: Walleater)
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How to begin:

Explain your business to an outsider in another industry. Fresh eyes from a different context can help uncover new answers and opportunities. Engage with lead users, extreme users, and innovation hotspots

What to watch out for:

Businesses need to focus on internal processes to deliver on their current value propositions — but the pressure to focus internally can get in the way of learning from the different contexts in which other players operate.

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constraint combination contrast context

https://www.regencychess.co.uk/the-red-and-black-broadbase-chess-set-p-1395.html
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The Business

Power, vigor, and competence

  • f existing competitors

Power, vigor, and competence

  • f complementors

Power, vigor, and competence

  • f customers

Power, vigor, and competence

  • f suppliers

Possibility that what your business is doing can be done in a different way Power, vigor, and competence

  • f potential competitors
The Six Forces Diagram is from Andrew Grove, Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company, Doubleday, 1996