What consistently separated winners from losers in creating blue oceans was their approach to strategy. The companies caught in the red ocean followed a conventional approach, racing to beat the competition by building a defensible position within the existing industry order.1
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You can’t just shut down the plane’s engines while you rebuild them—at least not without causing a crash. You need to maintain stability while moving ahead.
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There are many frameworks to help leaders build new teams. One of the best known is “forming, storming, norming, and performing,” created by Bruce Tuckman in 1965.
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