All of business, and strategy as well as life, is about responding to competitors, predicting their moves, or forcing them to respond in a way that is beneficial to you. And it impacts all levels of employees. The retail associate stocking his company’s products on the shelf wants to drive sales higher than those of competitors stacked millimeters away. A mid-level pricing manager wants to find a way to drive sales and profits while taking away market share from her primary competitor’s products. A CEO wants to find parts of the market and value chain that are large, growing, and profitable to serve, but with few competitors. Your career decisions are about making yourself more successful and valuable than your peers. So you observe your peers and borrow what works for them. At least, what you think is working for them. Most business strategy makes a very common and critical mistake. In all the examples above, they, and likely you as well, will also make this mistake. 

In this program, Michael will explain the problem using Walmart, Amazon, and Sam Zell as the primary examples, and how to compensate for it with a simple, yet powerful, framework.