What a company needs is not a revolution but a movement. The company must be able to create a revolution in its industry to the disadvantage of competitors. Revolutionary change is highly disruptive; a movement is uniting. We’re not talking about some kind of internal palace coup. The people who lead these movements for change are people who care about all of their colleagues and care about the future of their entire company. They generally don’t have an “us vs. them” attitude. There is no inherent value in inventing revolutionary strategies or in industry revolution. You would want to do it only because you have to, if:
– you believe strategies in your industry are converging and making it more and more difficult to earn above average returns;
– you don’t already have an unassailable monopoly and you are competing against companies that have a substantial amount of market power that can be eroded only by unconventional strategy; or
– the pace of change in the environment is such that, if you don’t do it, you will soon be irrelevant.