Richard A. D'Aveni, Professor of Strategic Management

Thought Leadership

Thought Leadership

Professor D’Aveni has been named to the 2007, 2009, and 2011 Thinkers 50 as published in the Times (of London),,, and The Times of India, a ranking of the 50 most influential living management thinkers in the world. WirtschaftWoche, Germany’s Business Week, named Professor D’Aveni as one of five American strategy professors most likely to influence the future of strategic thinking. And The Corporate Strategy Board in Washington, D.C. named him one of the seven most influential living strategic thinkers.

He is the author of numerous articles in Harvard Business Review and MIT/Sloan Management Review, as well as the best selling book Hypercompetition, which is available in 11 languages. Some of his other influential books include Strategic Supremacy (Simon & Schuster, The Free Press, 2001), and Beating the Commodity Trap (Harvard Business Press, 2010). His latest book, Strategic Capitalism (McGraw Hill, 2012) was released in September 2012 and has received praise from many news organizations and China commentators such as Clyde Prestowitz, Ian Bremmer, and James Fallows.

Among Professor D’Aveni’s frameworks and ideas that have attracted the most attention are his methods for:

  • using price-benefit maps and analysis tools to understand how pricing and product benefits benchmark against rival products. His dynamic maps predict how the market will evolve, enabling you to anticipate and reposition products for the future
  • using aggressive market disruption and smart bombing to win against competitors
  • using un-sustainable competitive advantages to re-invent a firm's strategy incrementally
  • using counter-revolutionary strategies to buy time against those who have seized the initiative (for now)
  • mapping and redirecting competitive pressure to mold the competition
  • understanding the dynamics of rapid maneuvering using Price-Quality Analysis and Stronghold Analysis
  • building global corporate spheres of influence to shape the playing field

Many of his tools, frameworks, and hypercompetitive principles can be applied to the competition at the business unit, corporate, and national levels of analysis. His writings are credited with creating a new paradigm in the field of strategic management based on temporary advantages employing principles of rapid and aggressive maneuvering rather than on defensive barriers to entry and power over buyers and suppliers.