This document discusses strategies for managing disruption and careers in a transient economy. It suggests moving from organizational career management to individual career management with a focus on continuous learning. Leaders need to shift from defending past advantages to continuously reconfiguring and reallocating resources, developing innovation capabilities, and seizing new opportunities. The new playbook involves healthy disengagement from the past, deft resource allocation, and an entrepreneurial and discovery-driven mindset.

1. Copyright 2013 by Rita Gunther McGrath
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2. CONTACT RITA
Rita Gunther McGrath
rdm20@columbia.edu
www.ritamcgrath.com
Follow me @rgmcgrath

3. A Tale of Two Companies, two oil billionaires,
a Japanese innovator and a whole lot of
denial
C
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4. New forms of competition that
we never considered!
VS
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5. The new playbook for strategy
Continuous Reconfiguration
Healthy Disengagement
Deft Resource Allocation
Innovation Proficiency
Discovery Driven Mindset
Entrepreneurial Career Management
Copyright 2013 by Rita Gunther McGrath
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6. What does it all mean for
individual careers & talent?
From
To…
Organizational systems
Individual skills
A stable career path
A series of ‘gigs’
Hierarchies and teams
Individual superstars
Infrequent job hunting
Permanent career
campaigns
Careers managed by the
individual
Careers managed by the
organization
Copyright 2013 by Rita Gunther McGrath
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7. A recipe for disruption
Implications from the book for
would-be disruptors
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8. Find an attractive target
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9. “I don’t want any surprises
and don’t bring me bad news”
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10. What does their customer
really need?
 Same need that the incumbent provides, but with a
twist?
 Making what the incumbent provides unnecessary?
 Doing the same thing, but at a fraction of the price?
 Customer need that is not being met, is being met
badly or expensively, or is being met in such a way
that infuriates customers?
 Might they reward you for making their experience
better?
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11. Payment customers
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12. US Banks raked in $45.3 Billion in fees from
merchants in 2008 & its gone up since then
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13. Next, you’ll need a business
model
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14. Here’s the disruptor
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15. The transient advantage
economy & entrepreneurship
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16. Time & Interest permitting
Implications for leaders in large
organizations
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17. From Stability to Continuous Reconfiguration
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18. From defending past advantages
to healthy disengagement
Copyright 2013 by Rita Gunther McGrath
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19. From resources held hostage
to deft reallocation
• Textiles
• Chemicals
1940s1960's
Copyright 2013 by Rita Gunther McGrath
1980s-1990s
• Advanced
Materials
• Flameproof
Products
• Specialty
Materials
• High-IP specialty
chemicals
2000s on
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20. From episodic innovation to a
sustained capability
Copyright 2013 by Rita Gunther McGrath
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21. From defending advantages to
seizing opportunities
Copyright 2013 by Rita Gunther McGrath
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22. CONTACT RITA
Rita Gunther McGrath
rdm20@columbia.edu
www.ritamcgrath.com
Follow me @rgmcgrath