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Content: These contribute to falling entry barriers, rapid destruction of established competitive advantages, dethronement of industry leaders, and undermining of long-established national oligopolies. In addition, hypercompetition frequently is set in motion by innovations that develop outside an industry by suppliers or consumers, government regulations or the entry of foreign competitors. The phenomenon is reshaping the way firms do business because competitive advantages tend to be so short-lived in a hypercompetitive context, they wrote. “Achieving and sustaining a competitive advantage,” Thomas said, “may mean that the best strategies for winning will be short-term and constantly revised.” The pair’s recent analysis further supports the concept of using “un-sustainable competitive advantages to reinvent a firm’s corporate strategy incrementally.” In other words, forget about trying to create sustainable competitive advantages; in a hypercompetitive world, sustainable advantages are both too costly and soon ineffective. Therefore, the co-authors say, the best strategy for winning is to develop an endless series of strategically unsustainable advantages—and to be ready to replace those advantages as soon as they become ineffective with newer unsustainable advantages, and on and on. Hit-and-run, guerilla-like tactics, such as staying one step ahead of rivals and going around them, may be far better than head-on confrontations. “It is striking how the temporary component of competitive advantage has been ignored,” Thomas said, “probably due to a focus by the strategy field on sustainable advantage.”