Other executives in your company may not be willing to focus the company’s strategy around a power node. The intensity of their discomfort may be a clue that they are coming up against a reality that they have not yet accepted. But sticking with business models that have lost their power node status — as AT&T did — will not help. Denial is not a strategy. Understanding the importance of power nodes, and which ones are potentially part of the future of your enterprise, is the first step to success.
Mia de Kuijper is the CEO of de Kuijper Global Partners and a dean of the Duisenberg School of Finance in Amsterdam. She has held strategic executive positions at Royal Dutch Shell, PepsiCo, and AT&T and was an investment banker at Bear Stearns, Credit Suisse First Boston, and Morgan Stanley.
This article is adapted from de Kuijper’s forthcoming book Profit Power Economics: A New Competitive Strategy for Creating Sustainable Wealth (Oxford University Press, 2010).