By Bryan Nystul
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And then focus on that game. But there is a danger associated with this kind of thinking: it is inward looking. What happens if the game has changed so that what the company has to offer is no longer what is needed to be successful? What happens if its core competencies are inadequate or irrelevant to the competitive realities of the market today? Or tomorrow? What can be done to avoid the danger of being too self-absorbed? Management can try to predict how the industry is going to change and build the necessary competencies accordingly.
6 The move into discounting rejuvenated the company. By 1976, Kmart was doing almost twice the sales volume of Woolworth and was second only to Sears among general merchandise retailers. Schwab: In 1995, the low-cost brokerage firm Schwab had no Internet business to speak of. 7 Started as a separate internal venture, Schwab's electronic unit was quickly integrated into the rest of the organization so that customers could purchase the same product at the same price, no matter what distribution method they used (phone, branch office, or Internet).
But the words arm wrestling, winner, and opponent were interpreted differently by the various individuals, based on their particular mental models. For most, even the mention of words such as winner and opponent creates images of fighting and competition. From this "mental imaging" flows behavior. Most try to compete without even considering the strategy of cooperation as an option. Mental models are important because they condition behavior. The behavior of every individual is conditioned by his or her mental model of the world.
MechWarrior by Bryan Nystul