Explicating dynamic capabilities: the nature and microfoundations of sustainable enterprise performance
David Teece's influential framework explains how firms sense opportunities and threats, seize them and reconfigure resources as environments change.
Source
Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance
Published by Strategic Management Journal · David J. Teece · 7 August 2007
View original source →Why this matters
Dynamic capabilities provide a rigorous academic foundation for the idea that long-run performance depends on more than a static strategy or asset base. Firms need capabilities for sensing change, seizing opportunities and reconfiguring themselves as conditions evolve.
Triggerfish perspective
The Continuous Growth loop is not a rebranding of Teece's model, but it sits in the same intellectual lineage. We make the logic operational for growth: continuously sense change, prioritise where value is moving, validate before committing heavily, mobilise, measure and feed learning back into the next decision.
Key takeaways
- Sensing, seizing and reconfiguring are core dynamic capabilities.
- Capabilities include processes, structures, decision rules and disciplines.
- Adaptation is an organisational capability, not merely a strategic intention.
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