Although not my firm, I see this in a company like Palm. Once dominant in its industry, the minute the industry dynamic shifted with the introduction of a new product and a new competitor (the shift to smartphones and the entrance of Apple), Palm was unable to adapt to compete. Blackberry management was able to adapt and that company has continued to enjoy a strong market position, while Palm has all but disappeared. While this is an extreme example, it illustrates that there are few sources of sustainable competitive advantage, so leaders must be able to constantly find new ways for their firms to excel. This can sometimes imply significant changes to the business model, so the leader should not only be flexible but should be prepared to lead the organization through the process. The organization, therefore, should be responsive to the leader's demands for changes to company culture, processes...
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