In a rapidly changing world, is it possible for a company to create a sustainable competitive advantage? For well over a century, the pursuit of this managerial “brass ring” has been the commonly accepted foundational strategy for most business enterprises. Accordingly, the secret to corporate growth and longevity has been about finding a way to differentiate your products from those of your competitors and exploiting that difference to sustain the advantage. This exploitation is accomplished by rigorously safeguarding proprietary knowledge stocks, maximizing cost efficiencies, and constructing barriers to entry to hold off current and potential competitors. This strategy has become the unquestioned conventional wisdom for achieving market success because corporate leaders assume the world of business is governed by the dynamics of scarcity and the axioms of competition.