In the 1980s, Michael Porter's seminal work on industry forces provided a powerful explanation for how the competitive environment constrained companies' opportunities for profit. Managers could identify the forces ranged against them and work out how to manage those forces to improve the company's earnings. The world today however lacks the certainty that Porter's work provided. Applying those same analytical techniques no longer gives the same confident answers, and the pace of change makes these answers obsolete almost before they are found. Kim Warren believes that the field of strategy has failed managers who have to make decisions in a dynamically complex world. In an attempt to swing the balance of probability away from failures and towards success, this book lays down a rigorous set of frameworks to capture strategic performance over time. Combining resource-based and competence-based approaches to strategy with the fundamentals of system dynamics the book provides a practical approach to strategy development and management which helps students and executives answer three questions: 1. Why has the historical performance of a business followed the time-path that it has? 2. Where will the path of future performance take us (if we carry on as we are)? 3. How can we alter that future for the better? MBA students and senior managers are in urgent need of a practical, fact-based, but rigorous approach for understanding how their organisations function and deliver performance over time. Competitive Strategy Dynamics offers a means for accomplishing this task and building a more confident and prosperous path into the future.