Every five years or so, it seems, the balance of power in business shifts, and a new set of frameworks is needed to bring the new realities into focus. In the early 1990s, as the technology sector rose to power, the new reality was technology-enabled markets and the new frameworks included the Technology Adoption Life Cycle. In the late 1990s, it was all about the rise of the Internet, the dot.coms, and dizzying stock market valuations, and managing for shareholder value became core. With the downturn in the early 2000s, management retrenched to dig itself out of a huge economic hole, and books on execution became required reading.

Now as we enter the latter half of the decade, yet another set of new issues confront us. The great growth market opportunities have been transplanted to Asia and with them local economic advantage as well. Moreover, offers incubated in low-cost economies can be expected to disrupt business models in established markets. How can today’s leading enterprises compete successfully for revenues and profits in a globalized, commoditized, deregulated marketplace?

That is the question Dealing with Darwin seeks to answer. As with Geoff Moore’s previous books, the focus is on frameworks that reinterpret the changing landscape of business to highlight new forces that have come to the fore. This time the key issues are innovation and inertia, and how companies must manage both to create superior economic returns. If that issue is top of mind for you, then you are the target audience for this book.