"The traditional playbook for strategy is no longer sufficient"

"Many of today's business leaders came of age studying and experiencing a classical model of competition. [Moi ici: Como não recordar as palavras de Napoleão] Most large companies participated in well-defined industries selling similar sets of products; they gained advantage by pursuing economies of scale and static capabilities such as efficiency and quality; [Moi ici: Como não recordar o Normalistão e o plancton] and they achieved those advantages through deliberate analysis, planning, and focused execution.
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The traditional playbook for strategy is no longer sufficient, however. Across all businesses, competition is becoming more complex and dynamic. [Moi ici: Como não recordar a explosão de picos na paisagem enrugada] Industry boundaries are blurring. Product and company lifespans are shrinking. Technological progress and disruption are rapidly transforming business. High economic, political, and competitive uncertainty is conspicuous and likely to persist for the foreseeable future.
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Accordingly, in addition to the classical advantages of scale, companies are now contending with new dimensions of competition  —   shaping malleable situations, adapting to uncertain ones, and surviving harsh ones  —   which in turn require new approaches. And the stakes are higher than ever: the gap between the performance of top- and bottom-quartile companies has increased in each of the last six decades.[Moi ici: Como não recordar o bispo Berkeley]
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Today's business leaders are having to deal with multiple and complex short-term concerns, like declining growth, political uncertainty, resistance to globalization, social division, and so on. But as the 2020s approach, leaders must also look beyond today's situation and understand at a more fundamental level what will separate the winners from the losers in the next decade."

Trecho retirado de "Today's CEO playbook is outdated. Here are 5 things rising stars should focus on to win in the next decade"