Richard D’Aveni is Professor of Strategic Management at the Tuck Business School at Dartmouth University and an expert on competitive strategy

Richard D'Aveni is credited with creating a new paradigm in the field of strategic management. This paradigm is based on the use of temporary advantages — employing principles of rapid and aggressive maneuvering — rather than defensive barriers to entry and power over buyers and suppliers.

D'Aveni, JD, CPA and PhD, is Professor of Strategic Management at the Tuck School of Business at Dartmouth College, which the Wall Street Journal and Forbes have ranked as #1 in the world. He is Chairman of Tuck’s Strategy and Management Department, which the Wall Street Journal ranked #2 in the world. Professor D’Aveni offers two of the most popular strategy courses at Tuck: Global Strategy and Implementation, and Advanced Competitive Strategy.

D’Aveni is a consultant, CEO advisor, informal interim or surrogate CEO, and off-site strategic decision process facilitator for multi-billion dollar companies in the USA and Europe at the divisional and CEO-level.  His clients have included: Anheuser-Busch, Aetna, AGFA, American Tire Distributors, Bayer AG, BJ's Wholesale Club, Citibank/Salomon Smith Barney, Dun & Bradstreet, Fininvest Italia, GM, GE, Instinet (Reuters), Merrill Lynch, Motorola, Pepsico, Philips Electronics, Pfizer, Rhodia, SAP, and Schering Plough.

He has been a keynote speaker at The Conference Board CEO Forum, The World Economic Forum, Young President's Organization, Society of Compettive Intelligence Professionals, CIO Forum, and the Management Centre Europe, as well as numerous other professional societies and corporate events throughout the world. He has also been a speaker at the French Senate.

D’Aveni has worked with several billionaire families throughout the world and numerous Fortune 500 CEOs as their strategy advisor and private sounding board, offering advice on competitive and global strategy, organizational design, change management, top management team issues, board and investor relations, as well as helping them create their vision and management style and signals.

"Mr. D'Aveni and Mr. (Gary) Hamel reject formulaic management techniques in favour of a more fluid approach.  Once executives realise there are no set rules, they might be more willing to discard conventional ways of thinking.  It is a good time to be a maverick, they say, since old ideas have never been as useless as they are in today’s business environment.” -- The Financial Times of London.

D'Aveni is the author of articles in Harvard Business Review and Sloan Management Review, as well as the best-selling book Hypercompetition (Simon & Schuster, The Free Press Division, 1994), which is available in 11 languages. He is also the author of Strategic Supremacy (Simon & Schuster, The Free Press Division, 2001), which is available in four languages.

Prior to joining the faculty at Tuck, Professor D’Aveni was an assistant professor at the University of North Carolina at Chapel Hill. Before entering academia, he was a lawyer/CPA at Coopers & Lybrand. D’Aveni has also served as a special consultant to the Federal Trade Commission since 1991.

Topics

Hypercompetition: Managing in a Disruptive World

The speed of change and the constant disruption of markets has caused a revolution in strategic thinking. Firms must rethink how they think about strategy. Old paradigms, such as sustainable advantage, SWOT analysis and Porter's Five Forces analysis, often lead to wrong conclusions. Using an interactive style, this talk deals with topics such as profiting from unsustainable advantages, building weaknesses rather than leveraging strengths, and reversing the way firm's treat stakeholders under the Porter model. Ways to thrive in dynamic, fiercely competitive environments are discussed as well as when Hypercompetitive methods are useful and when they fail.

Beating the Commodity Trap: How Smart Firms Win Price and Proliferation Wars

Commoditization is the modern day equivalent of the black plague for the modern corporations. Everyone experiences it, most get trapped, and a few successfully beat the trap. But all commoditization is not equal. Commoditization is most commonly caused by one of three processes: deterioration, proliferation, and escalation of market dynamics. Each of these presents a different dilemma that traps the unwary into continuing or even exacerbating the problem. Identifying the dilemma imposed by each type of commoditization is the key to beating the trap. For each type of commoditization, the talk discusses how to escape, take advantage of, or destroy the trap. Tools for diagnosis and solution of the commodity trap are also discussed briefly, as provided by his HBR article on "Mapping your Competitive Position".

His areas of expertise include

Business policy and strategy, with an emphasis on teaching firms how to become more innovative and “hypercompetitive;” industry and competitive analysis; the dynamics of jockeying for competitive advantage in rapidly changing environments; and global strategy and implementation.

Awards

Forum Fellow, World Economic Forum; A.T. Kearney Award; Richard D. Irwin Foundation Fellowship; Sol C. Snider Entrepreneurial Center Fellow, Wharton School; Runner-up for Outstanding Teaching Award, UNC at Chapel Hill; Honorable Mention for number of articles published in academic journals, Academy of Management Hall of Fame. D'Aveni's book Hypercompetition has been referred to by Fortune as "a modern-day analogue to The Art of War."

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