BOOKS

Competing on The Edge: Strategy as Structured Chaos

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What do the Atlanta Braves, Microsoft, 3M, Nike, and Intel all have in common? According to Shona Brown and Kathleen Eisenhardt, authors of Competing on the Edge: Strategy as Structured Chaos, each of these organizations are predictably unpredictable. They're leaders not because of their ability to predict the course of their markets; rather, these companies have learned to embrace the notion of change. They're successful because they've learned to find that edge between structure and chaos that allows them to be innovative and creative, while maintaining just enough discipline to focus on executing a plan.rnrnThe authors contend that competing on the edge is not an efficient or predictable way to do business. Instead, it's learning how to adapt and lead in a business environment that's in a constant state of flux. The underlying insight behind competing on the edge is that strategy is the result of a firm's organizing to change constantly and letting a semicoherent strategic direction emerge from that organization. In other words

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Detail Information

Series Title

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Call Number

658.401.2 BRO c

Publisher

Boston : Harvard Business School., 1998

Collation

299hlm.:illus.;20cm

Language

English

ISBN/ISSN

875847544

Classification

658.401.2

Content Type

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Media Type

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Carrier Type

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Edition

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Subject(s)

on the other

Specific Detail Info

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Statement of Responsibility

on the one hand

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