IN THIS SUMMARY
Success is, unfortunately, not self-perpetuating. Once a company reaches the level of industry incumbent, and must not only defend its market share among established players in the industry, but also operate in a defensive mode to prevent insurgent competitors from gaining market share, it's time for a breakthrough to the next success cycle. In Breakthrough, Bill Davidson illustrates how the incumbent must adopt a strategy in pursuit of an outrageous objective-a series of innovations that are impossible within the existing framework-that must be undertaken not only to stay on top, but, in some cases, to survive. Breakthrough allows a company to renew and reposition itself, and in some cases, even redefine the market in which it operates. Although breakthrough strategies can be found anywhere in an industry structure, from entry-point start-up to market leader, Davidson's focus is primarily on mature companies undergoing radical transformation. Transformation-breakthrough-requires an "Aim, Ready, Fire" approach: developing a vision, aligning the organization, and focusing resources on a specific implementation agenda. The key to breakthrough strategy-attempted by many, but realized by comparatively few-is intense, unwavering commitment of the CEO and senior leadership team employing a single, integrated master plan focusing on a long term vision-not short term results. Successful breakthrough companies place their primary emphasis on the customer, not on cost reduction. They also emphasize process innovation over improvement of existing activities, and they utilize advanced technology as much as possible to drive operating excellence. To accomplish this, the organization must have an enterprise mindset that subordinates individuals, departments, and divisions to the whole, or in Three Musketeer terms, it is "one for all, all for one" that makes breakthrough possible. Whether incumbent market leader or insurgent, the results of breakthrough will be measured in four dimensions: profit, operating performance, company profile, and market position.