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These new products run not on advanced and expensive microprocessors but on cheap ones. Intel chips are too expensive for this market; the company is losing it to competitors such as LSI Logic and Silicon Graphics. The big issue for Intel is this: Its own major market (the PC market) is $160 billion big and growing at 15 percent per year. Can Intel continue to focus on this market while at the same time develop a strategy to build low-cost, high-performance chips for the non-PC market? Can it play both games at once?

Active benchmarking of outsiders (competitors or companies in other industries) can also facilitate the active questioning of existing mental models and open the mind to other possibilities. " can be a powerful wake-up call. Still more tactics can be used to escape from mental models, some of them fairly obvious, though nonetheless effective: experimenting with new ideas, providing facts or examples that argue against "conventional wisdom," monitoring leading indicators of company performance, and getting feedback from parties outside the company (for example, customers and distributors).

No position will remain unique forever. Aggressive competitors not only imitate attractive positions, they create new ones, and these can pose a much greater threat. Over time, these new positions can grow to challenge the attractiveness of the dominant positions of the day. S. ) 3. Because no position remains unique forever, established competitors must continually strive to discover new strategic positions in their business. If they don't do it, somebody else will. ) 4. Unfortunately, most established competitors are not good at seeking, let alone actually discovering, such new positions.

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