There also must be knowledge of competition and the characteristic higher order effects of alternative actions. Stratus (Army) and Agein (to lead). However, to accomplish this revolution, the preparation must be conservative, careful, precise and all inconclusive. Strategy in its most elementary form most likely developed when the hunting party was formed by early humans to capture large game which could not have been handled by a single individual. The conversion of these to the form of end use must necessarily be an ecological chain in which each link is the resource for the next higher level which is dependent on the continuation of all the lower level links.Some analogies between sociobiology and business lead to testable and reasonable hypotheses:Pure chance provides an initial advantage to the first competitor to enter or define a competitive segment. This very fact raises the question about the nature of the forces that keep them in equilibrium with each other. Those companies who are not able to learn, adapt and apply these emerging insights at an accelerated rate are subject to Darwinian natural selection.
This is Gause’s Principle of Mutual Exclusion.Except for the most elementary forms of life, the required resources are other forms of life or activity. It is trial and error. The systematic interaction of competitors with each other and the environment must be modeled and tested for sensitivity. All of the elements were present that made strategy valuable:uncertainty about an adversary’s capability and intentions;necessity of coordinating action over time and distance;uncertainty about control of the initiative; and.the critical nature of the adversaries’ mutual perceptions of each other.There has always been conflict and competition for scarce resources. But the rate of development of the conceptual base is very rapid and holds forth the promise of precision, elegance and power within a reasonable time period.It seems almost certain that exponential growth in insight with respect to business competitive strategy will result in time compression for change. The Greeks felt that the strategy making is one of the responsibilities of the Army General. They are all unique in their particular niche. “An emergent strategy is one whose final objective is undecided and whose elements are developed during the course of its life, as the strategy proceeds.” Thus the early stages of emergent strategy may be similar to prescriptive strategy – analysis of the environment and resources. Mankind itself is such an end result. This will determine the combination of resources which will be required on a continuing basis.Second, determination of which competitors are the obstacles to those specific resources.Third, determination of the differences between you and each of those specific competitors which make each of you superior within your own competitive segments.Fourth, determination of which combinations of what factors produce those differences incapability.Fifth, mapping of the boundaries of “zero advantage” which determine the individual competitive segments.Sixth, mapping of the competitive characteristic resources, behavior patterns and alternatives.At this point the strategy development process becomes highly analytical in an effort to assess the available alternative payoffs, risks and odds.
The initial competitor becomes a part of the environment to be coped with by the next competitor who chooses to enter that specific arena.Definition of a new competitive segment requires that the differences between the specific competitors involved be sufficient to provide a distinct advantage to one of the competitors compared to all others in the competitive niche which is erected.If competitors are alike and equally capable, they cannot coexist.
stable unless disturbed beyond a certain point. The complexity should be obvious, since it is inherent in millions of unique competitors in a moving but stable dynamic equilibrium.The fundamental requirements for strategy development are:the ability to relate this knowledge in the form of an interactive system;the capability of system analysis adequate to determine the probabilities of cause and effect for inputs that result in delayed higher order effects;the orderly analysis of alternatives and tradeoffs to determine the optimum sequence and timing of reallocation of available resources; and.an adequate excess of resources beyond current needs to permit reallocation and the capability of tolerating deferral of benefits in order to compound them.In business these basics must be converted into an analytical process which permits development of a specific strategy. Random chance determined the mutations and variations which survived and succeeded to compound their numbers. One will displace the other.Competitors who have distinctly different capabilities cannot coexist in the same competitive segment, but they can and will be in perpetual competition along the boundary lines where their respective competitive segments come into contact (the line of zero advantage).If there are few competitors and the market is thin, then the generalist has the advantage. Thomas Malthus quoted Benjamin Franklin’s observation about the crowding out of natural competition. Their relationship is unstable.
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