Abstract
Beginning with the notion that is underlying competencies rather than their current manifestation in the latest product that is important, it is proposed that survival be replaced with sustainable future competitiveness; it is also proposed that a broader, macro, framework is becoming necessary to structure the identification of capability factors rather than simply a list of the latest industry or marketplace drivers. It is suggested that such a framework revolves around six generic focused characteristics of industry dynamics: knowledge management, technology management, process management, relationship management, regulatory compliance, and managing geopolitical events. The established notion that industry dynamics and value builders indicated “pathways” to success for organizations, and that vendor value propositions should reflect these expectations, is explored. This chapter develops an argument around the notion that industries should respond to industry dynamics and organizations seek to develop related capabilities and that the successful organizations are those that identify the characteristics that are essential for creating value advantage. The increasing presence of value chain networks emphasizes the need, and the available facility, to develop customer-centric solutions. We will provide examples of organizations that have identified industry dynamics, capabilities, and support capabilities in other industries and have imported them with considerable success.
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Walters, D., Helman, D. (2020). Industry Dynamics. In: Strategic Capability Response Analysis. Springer, Cham. https://doi.org/10.1007/978-3-030-22944-3_2
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DOI: https://doi.org/10.1007/978-3-030-22944-3_2
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