By Richard Dobbs

ISBN-10: 1610395808

ISBN-13: 9781610395809

In No traditional Disruption, the administrators of the McKinsey international Institute, the flagship imagine tank of the world’s top consulting company, McKinsey & corporation, dive deeply at the back of present headlines to investigate the main forces reworking the worldwide economic climate over the following decades—and most significantly, to provide an explanation for what enterprise and executive leaders have to do to reset their intuitions and make the most of the disruptions forward. freed from jargon and gimmicks, full of anecdotes, info, and pics, educated via deep event, No usual Disruption is aimed toward a large viewers of center and senior point managers, traders, and coverage makers.

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Additional resources for No Ordinary Disruption: The Four Global Forces Breaking All the Trends

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Companies enjoyed lower raw materials costs. More and more households had access to relatively inexpensive and abundant energy and food. But that trend began to break in 2000. In the first ten years of the new century, the price declines of the previous one hundred years were completely erased as soaring demand from emerging economies coincided with depleted reserves of many resources. The reversal of the past decade has brought higher volatility, which may persist regardless of future demand and supply trends.

19 Global capital flows expanded twenty-five times between 1980 and 2007. 20 These three types of connections all paused during the global recession of 2008 and have recovered only slowly since. But the links forged by technology have marched on uninterrupted and with increasing speed, ushering in a dynamic new phase of globalization, creating unmatched opportunities, and fomenting unexpected volatility. RESETTING INTUITION The four disruptions gathered pace, grew in scale, and started collectively to have a material impact on the world economy around the turn of the twenty-first century.

Today, new competition is coming from a wave of rapidly growing newcomers that are simply not on the strategic radar and that don’t appear on the radar until they have gained critical mass. These newcomers play by a different set of rules. They have much lower cost bases, faster time to market, a ruthless understanding of their Western competitors, and a willingness to accept lower returns. The market position of Unilever’s OMO laundry products in Kenya isn’t being challenged by Procter & Gamble.

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No Ordinary Disruption: The Four Global Forces Breaking All the Trends by Richard Dobbs


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