Value settles in the competence, not in the product it is currently sold as. Part I argues that core technological competencies carry optionality across several possible uses, which lets a company pivot as waves change rather than ride one down. So the thing worth owning is the capability that can be redeployed, and the thing to avoid is a firm defined by the function it serves today.

Evidence 1 passage

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  these core technological competencies likely possess inherent optionality from multiple potential use cases, allowing companies to pivot more successfully and ride waves of change with more grace. As the whole point is to navigate inflection points more adroitly and gracefully this “understanding” w

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