Exploring “Blue Ocean” opportunities involves navigating uncharted territory where few understand the problem, offering both excitement and risk.

Digital transformations go far beyond technology—they fundamentally transform how enterprises build, operate and deliver their products and services to customers. Digital transformation investments are projected to double to four trillion by 2027—this places a lot of pressure on the C-suite and senior leadership to deliver measurable business value for that investment. However, estimates suggest almost 88% of transformations fail to achieve their expected objectives. AI investments and ambitions will fuel the next wave of digital transformations, and a recent MIT study revealed that 95% of AI pilot projects have failed to deliver measurable value.

La saturation du marché n’apparaît jamais par hasard. Elle s’installe, d’abord à bas bruit puis soudainement, dès que trop d’entreprises s’alignent sur la même cible avec des produits ou services qui finissent par tous se ressembler. Ce phénomène se retrouve notamment dans les secteurs où le cycle de vie du produit tire en longueur. L’innovation ralentit, l’offre s’homogénéise, la concurrence s’attise, et la guerre des prix s’intensifie jusqu’à l’épuisement.

While fast followers sometimes reap rewards, the arc of innovation increasingly bends toward those who move first. First movers — individuals and companies who act quickly on emerging opportunities — are uniquely positioned to set the terms of competition, capture disproportionate mindshare and establish ecosystems that others must navigate.

Innovation is often the gold standard for firms looking to grow profits and become leaders in their industries. But given the steep cost of failure, is a relentless pursuit of innovation always advisable? Or might there be some instances when imitation may be a better strategy to drive performance gains? This research-backed framework helps companies make more informed decisions about their innovation or imitation strategy: First, companies need to determine their industry’s maturity; then, they must plot their company’s position relative to competitors along important criteria. Knowing where their company falls along these dimensions can help leaders make the right decisions—saving resources, reducing risk, and accelerating impact.

Swift is a blue ocean strategist who has continuously redefined the music industry’s rules. Through a series of bold, calculated strategic moves, she has eliminated outdated norms, reduced reliance on traditional industry practices, raised what truly resonates with her audience, and created a personal brand with lasting cultural impact. These strategic moves have propelled her beyond the realm of chart-topping artists to become an icon in the entertainment world.

One is the biggest pop star on the planet. The other is one of the world’s most valuable companies. But Taylor Swift and Amazon have two things in common. First, they are both outliers in terms of success. Swift’s Eras tour was the highest-grossing music tour ever, generating more than $2 billion. Amazon has a market cap of more than $2 trillion and is the global leader in several industries. Second, they are both used to explain why particular strategies lead to success. Amazon is cited in no less than 700 Harvard Business Review articles for exactly this purpose.

A profound transformation has left the SEO landscape completely and irrevocably touched by AI. This technology has an influential hand in changing the strategies of search engine performance, forcing marketers to rethink traditional practices in a bid to stay relevant. With 2025 just starting and the AI trends still going strong, predictions for 2025 highly involve AI-powered tools such as ChatGPT, which will drive engagement, revolutionize the content creation industry and reshape keyword strategies.

In an era where climate action takes center stage, the carbon and green professionals community stands at the forefront of innovation. These professionals are not just environmental stewards but also pioneers in creating sustainable business models. However, financial health remains a crucial element that needs reshaping within this dynamic ecosystem. Enter the concept of the Blue Ocean Strategya transformative approach that can redefine financial landscapes for those committed to a green future.

Contrary to popular belief, companies can create innovative solutions that address environmental challenges for society while delivering immediate economic benefits for themselves — it doesn’t have to be either or. Nondisruptive creation, an approach to innovation that is comfortably familiar without being fully familiar, could open up a profitable path for industries while you address environmental concerns, allowing you to achieve positive-sum outcomes for your company, your industry, and society without compromising either or.

The term ‘customer-centricity’ was coined in 1954 by management consultant Peter Drucker who stated: “It is the customer who determines what a business is, what it produces, and whether it will prosper”. (1) Essentially, this is a strategy and business culture that focuses on creating the best experience for the customer to build brand loyalty. Customer-centric businesses put the customer at the centre of their philosophy, operations and ideas. They believe that their customers are the primary reason they exist, and they use every means at their disposal to keep them satisfied.
Customer-Obsession, on the other hand, is a more recent concept. It refers to being hyper-focused and consistently listening to customers in real-time to enhance their experiences. It revolutionises the way businesses think about customer relationships and can require a mind shift in the way brands perceive their customers.

The core premise of the strategic concept of “proximity” is that, thanks to digital technologies, value is being created closer and closer to the moment of demand — not just in time but also physically closer. This means companies can, in effect, procrastinate and wait until customer demand is present before producing an actual product or service. This trend, which is made possible by technologies ranging from AI to 3D printing to IoT, can help leaders make smart strategic decisions, especially when they feel overwhelmed by new trends and the speed of change. To do so, they need to first understand the four big shifts that are driving proximity, and then begin to brainstorm ways proximity can pay off in their own organizations.

In an era where the competition in manufacturing is fiercer than ever, adopting a blue ocean marketing strategy offers fresh air for manufacturers stuck in the red ocean’s relentless battle for market share. This strategic approach, centered around value innovation, paves the way for manufacturers, including steel fabricators and others in transformative manufacturing marketing, to break free from traditional competitive strategies and explore uncontested market spaces. The significance of transforming manufacturers’ marketing through the application of blue ocean strategy cannot be understated—it opens new avenues for growth, profitability, and sustainable competitive advantage beyond the confines of red ocean versus blue ocean dynamics.

Twenty years ago, strategy professors Renée Mauborgne and W. Chan Kim introduced a revolutionary concept to the management world. Businesses, they said, could unleash growth by creating “blue oceans” (markets that did not exist) instead of competing in “red oceans” (established, overcrowded markets).

In the Man Markets Meeting this week, the great Rory Powe – soon to celebrate a decade at Man Group - spoke eloquently about Novo Nordisk, a firm whose GLP-1 semaglutide treatments for diabetes (Ozempic) and obesity (Wegovy) are only the most high-profile of its increasingly diverse range of drugs. The firm has more than 80% of the global weight management industry, notwithstanding competition from the likes of Eli Lilly and Company. Its rocketing share price has reflected the fact that it has not only attained this dominant market position, but also appears to have a strong pipeline of next generation drugs: Amycretin, currently undergoing trials, is being touted as significantly more effective than Wegovy, allowing patients to lose more weight, more swiftly.

Want your startup to taste success? Try out the blue ocean strategy to make waves in an untapped market with no competition!

Navigating through the competitive currents of the ecommerce industry requires businesses to constantly innovate and adapt their strategies to secure market share and achieve sustainable growth. The strategic frameworks of Red Ocean and Blue Ocean offer contrasting methodologies for understanding and engaging with market competition. While the Red Ocean strategy focuses on battling competitors in existing markets, the Blue Ocean strategy encourages the creation of new market spaces, rendering competition irrelevant.