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creative response before the fact. And strategy calls for a creative response. Hamel and Prahalad agree. In Competing for the Future, they note how a strategy textbook or marketing handbook will talk about competition within extant markets :9
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The tools of segmentation analysis, industry structure analysis, and value chain analysis are eminently useful in the context of a clearly defined market, but what help are they when the market doesn t yet exist
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And in The Innovator s Dilemma, Clayton Christensen gives cases of new technology creating new markets while industry leaders lost out by concentrating on old markets. Similarly, in Creative Destruction, Richard Foster and Sarah Kaplan show that even the most successful companies must find new markets all the time in order to stay on top.10 We can again trace these insights from Hamel and Prahalad, Christensen, and Foster and Kaplan back to Schumpeter. To the articles we cited earlier, we add Schumpeter s essay The Process of Creative Destruction. 11 For economists, new products and new markets make all the difference. Without them, profits over time tend to zero. With them, you get a price premium, at least until your competitors catch on and then catch up. Then profits tend to zero again until the next innovation. And as we have seen time and again, successful innovations come from what works. This takes us back to our original problem of strategy. Thanks to imperfect information, you can t predict the future. Porter tries to cut through the fog of business with economic research and analysis. In Strategic Leadership, Finkelstein and Hambrick credit Porter s success to a yearning of strategy scholars to demonstrate that their domain was as analytically rigorous as any other. 12 The movement toward relatively quantifiable and concisely modeled conceptions of strategy left the fuzziness and multi-dimensional nature of executive behavior to other fields of study. But those extra dimensions and fuzziness are part of the fog of strategy. They are just as important as the numbers. Finkelstein and
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140 T H E A D V A N T A G E O F E X P E R T I N T U I T I O N
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Hambrick review dozens of studies of what executives actually do, and find different combinations of analysis and other factors. They see four kinds of executives: Visionaries, Coaches, Administrators, and Strategists. The Administrator comes closest to competitive analysis, while the Strategist comes closer to the art of what works. Their Administrator is a Sensation Thinker, while the Strategist is an Intuition Thinker. Sensation means that you take in all the data you find, whereas intuition means that you select among what you find. The Administrator tends to be factoriented, impersonal, practical, and orderly, while the Strategist is possibilities-oriented, impersonal, ingenious, and integrative. Administrators rely on verifiable data, whereas Strategists pursue more radical, innovative strategies. So the Administrator uses competitive strategy for analysis, and the Strategist uses intuition for action. But can you combine competitive strategy and expert intuition Or must you choose between Administrators and Strategists We re back to the question of two modes of thought, two sides of the brain, analysis versus intuition. And once again we answer that expert intuition draws on both.
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Remember the problem that Porter set out to solve: Economic research has not addressed itself to the concerns of business managers. Competitive strategy offers one solution: the five forces of industry analysis. But analysis does not equal strategy. Can we use the five forces in a different way, to feed expert intuition Let s look for guidance in a classic research method. The Discovery of Grounded Theory, by Barney Glaser and Anselm Strauss, grew out of an embarrassing gap between theory and empirical research. 13 Social scientists tried to close the gap by testing theory with empirical research. But that s backwards: Where did the theory come from in the first place So grounded theory means that you conduct your empirical research first. That s how you find your theory.14 Glaser and Strauss were sociologists, but their work applies to all social phenomena political, educational, economic, industrial, or whatever :
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