Harvard Business Review

AUGUST 27, 2015

So although you might expect that in a hypercompetitive environment, ambitious companies would constantly wrest market share from the leading firms, the reality is quite the opposite. The proportion rose slowly and relatively steadily, reaching 5% by the mid-1990s. It then leapt suddenly to 14% by the 2005–2007 period.

ROIC 8

ROIC McKinsey GDP Company 8

Harvard Business Review

DECEMBER 8, 2010

In turn — and here's the crucial part — India's likely to be able to create the future: stuff that's globally hypercompetitive, because it's lean, clean, and green, igniting a new basis for export-led growth, and, more than likely, offering better sources of advantage. Now let's go back to the much-maligned WikiLeaks.

GDP 16

GDP Hypercompetition IPO Information 16

Harvard Business Review

FEBRUARY 16, 2011

Markets would fail at allocating capital — and misallocate and malinvest it in low-worth stuff instead. The real crisis isn't a transient, passing event ("the great crash of 2008"), but a persistent, enduring, deeply flawed relationship that produces crashes ever faster, and ever more violently. Megafailure.

Incentives 15

Incentives GDP Hypercompetition Self-aware 15