![]() ![]() ![]() It allows an organisation to engage with and benefit dramatically from change and novel mutations, rather than being eroded by it. Generate reliance on the Incumbent’s own products to continue the effective use of the technologyĪntifragility - the EEE strategy is noticeably related to the idea of antifragility described by Nassim Nicholas Taleb. Removes or phases out features and components of the technology which it believes is incompatible or undesirable Invests and develops additional features and performance from the new technology through their existing products or ecosystem Identifies issues and needs which are currently unmet by the new technology Markets their willingness to use and grow with the technology in concert with the target market Identifies a technology which is new, shows growth potential and has begun gaining significant traction.Įngages with the technology proactively through integrations or alliances with the Incumbent’s products ![]() For a knowledge worker or researcher, this may be social power within an area of expertise, traded through idea popularity, and can be measured by status or salary. For a firm this is easy: their customer base and products will dictate the answers to this, with profit being the metric for success. They will also need a metric for success, to ensure their strategy is effective at achieving their goals. The Incumbent is first tasked with recognising what competitive arena they are in and the form of technologies which are traded within that competitive arena. It requires that the incumbent is sufficiently sized (relative to the surrounding competitors) and resourced to engage in the strategy, which is based around longevity and commitment. The field may be any competitive arena, such as a commercial market or area of social influence, which trades in technologies. ![]() The incumbent may be a firm, organisation or person. It aims to increase the influence of the incumbent while dissipating the risk of being disrupted. Requirements:įor any incumbent party with an intention to establish a controlling interest in some field, and where that field is highly dynamic and prone to disruption, the EEE strategy can be a powerful tool. The strategy however works at all scales (even the personal) and similar tactics can be seen in Microsoft’s competitors as well as market leaders in more traditional industries. In order for giants to remain in control in this disruptive world, capture and control strategies are needed. This is particularly true of the digital world, where standards of tight specifications are extremely important to proper function yet at the same time new standards and applications are being developed monthly. #EMBRACE EXTEND EXTINGUISH SERIES#Though the phrase now has negative connotations as the strategy was revealed by the US Department of Justice and the media after a series of antitrust lawsuits against Microsoft, the strategy is neither dead nor disappearing.Įmbrace, Extend, Extinguish (EEE) is a market share capture strategy used by Microsoft. To deal with this, tech giants use a different strategy which instead rides the coattails of disruption. Merely resisting change will eventually lead to stagnation and defence which over time will be overwhelmed by the economics of cheaper and better technologies. In the Wild West of the digital world, establishing controlling market share while new ideas and technologies are being developed everyday with the potential to disrupt the status quo entirely can be difficult. ![]()
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