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no more need to have them enforce our contracts.

How do you go about identifying the ocean of noncustomers to create new demand? How can you systematically redefine market boundaries to open up a new value-cost frontier that makes the competition irrelevant?

The low-price creneau

Teal Organizations start from the premise that even for routine work, people have a sense of pride and want to do a good job.

The key to competitive success—for businesses and nonprofits alike—lies in an organization’s ability to create unique value. Porter’s prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition.

To fundamentally shift the strategy canvas of an industry, you must begin by reorienting your strategic focus from competitors to alternatives, and from customers to noncustomers of the industry.

Yet Green has, like the previous stages, come up with its own breakthrough organizational model, adding three breakthroughs to the previous Orange model. Some of the most celebrated and successful companies of the last decades—companies like Southwest Airlines, Ben & Jerry’s, and The Container Store, to name only few, are run on Green practices and

Creating new market space, W. Chan Kim and Renée Mauborgne, Harvard Business Review, Jan–Feb 1999.