Competitive Advantage Analysis

The Business Case for Sustainability 🌎 The convergence of sustainability and business strategy is reshaping value creation. As environmental and regulatory dynamics intensify, organizations that embed sustainability into core operations are capturing both upside potential and downside protection. Resource efficiency remains a central lever. Targeted sustainability programs are enabling reductions not only in energy and water usage, but also in long-term procurement volatility and operational waste across value chains. Market differentiation is accelerating. Sustainability-driven innovation is becoming a key determinant of competitive relevance—particularly in sectors where consumers and buyers are shifting preferences toward low-impact products and services. Stakeholder dynamics are evolving. Investors increasingly screen for ESG performance, while employees and customers align with purpose-driven brands. These shifts are reinforcing the strategic importance of non-financial value drivers. Revenue uplift is not incidental. Sustainability opens pathways into premium markets, supports product diversification, and improves eligibility for public and private procurement opportunities where ESG criteria are embedded. Regulatory risk is systemic. Non-compliance is no longer limited to fines—it includes trade restrictions, operational disruptions, and reputational degradation that can compound over time. Proactive adaptation is emerging as a form of risk insurance. The cost of inaction is rising. Nearly one-third of organizations have already encountered material regulatory consequences, with many incurring both direct penalties and indirect barriers to growth and capital access. Conversely, early movers are leveraging policy incentives—ranging from tax relief to green financing—to strengthen financial resilience and accelerate sustainability transitions. Source: Capgemini Research Institute – Driving business value through sustainability, 2025 #sustainability #sustainable #business #esg

Thought you knew which #quantumcomputers were best for #quantum optimization? The latest results from Q-CTRL have reset expectations for what is possible on today's gate-model machines. Q-CTRL today announced newly published results that demonstrate a boost of more than 4X in the size of an optimization problem that can be accurately solved, and show for the first time that a utility-scale IBM quantum computer can outperform competitive annealer and trapped ion technologies. Full, correct solutions at 120+ qubit scale for classically nontrivial optimizations! Quantum optimization is one of the most promising quantum computing applications with the potential to deliver major enhancements to critical problems in transport, logistics, machine learning, and financial fraud detection. McKinsey suggests that quantum applications in logistics alone are worth over $200-500B/y by 2035 – if the quantum sector can successfully solve them. Previous third-party benchmark quantum optimization experiments have indicated that, despite their promise, gate-based quantum computers have struggled to live up to their potential because of hardware errors. In previous tests of optimization algorithms, the outputs of the gate-based quantum computers were little different than random outputs or provided modest benefits under limited circumstances. As a result, an alternative architecture known as a quantum annealer was believed – and shown in experiments – to be the preferred choice for exploring industrially relevant optimization problems. Today’s quantum computers were thought to be far away from being able to solve quantum optimization problems that matter to industry. Q-CTRL’s recent results upend this broadly accepted industry narrative by addressing the error challenge. Our methods combine innovations in the problem’s hardware execution with the company’s performance-management infrastructure software run on IBM’s utility-scale quantum computers. This combination delivered improved performance previously limited by errors with no changes to the hardware. Direct tests showed that using Q-CTRL’s novel technology, a quantum optimization problem run on a 127-qubit IBM quantum computer was up to 1,500 times more likely than an annealer to return the correct result, and over 9 times more likely to achieve the correct result than previously published work using trapped ions These results enable quantum optimization algorithms to more consistently find the correct solution to a range of challenging optimization problems at larger scales than ever before. Check out the technical manuscript! https://lnkd.in/gRYAFsRt

What’s your organization’s secret strength in sustainability? Every organization—whether big or small—has unique capabilities. The real question is: How can those strengths be harnessed to drive a meaningful sustainability journey? Take a step back and look at your organization’s mission statement. It’s the foundation of everything you do. When you weave sustainability into that mission, you don’t just make it a priority—you make it an integral part of your organization’s purpose. Here’s why this approach works. First, it elevates sustainability to a core value, rather than an afterthought. Second, it brings together your existing resources and expertise. You already have the structure, the processes, and the people in place. Now, it's about aligning those assets toward a sustainability goal. You don’t need to be a giant like Microsoft to make a difference. Sure, they have vast resources, but their success lies in leveraging what they already do best—building technologies that empower others. It’s not about reinventing the wheel. It's about integrating sustainability into every corner of the business: from finance to marketing, product development to operations. Even smaller organizations can take the same approach. Start by asking: What unique role can we play in sustainability? Gather input from your leadership, listen to your team, and even seek external feedback. Every department, from HR to the supply chain, has a role to play, and the sum of those parts can lead to real change. Consider the data: Companies that embed sustainability into their core strategy outperform their peers. According to a study by McKinsey, organizations that prioritize sustainability can reduce operating costs by up to 60% over time, while gaining a competitive edge in an increasingly eco-conscious market. Another report from Harvard Business Review highlights that employees who believe their companies are purpose-driven are 1.4 times more engaged. So, what’s stopping your organization from starting its sustainability journey? It’s time to unlock the potential hidden in your mission and make sustainability part of your DNA. Are you ready?

Sharing here 7 competitive advantages I observe most often in founders, start-ups and scale-ups, and contextualizing for AEC and construction. Of these, my personal favorites have become: 1. Structural Cost Advantages In AEC, especially in construction, if you can deliver and guarantee an outcome, you are already in the conversation. If you now are able to deliver it 5% cheaper than the market profitably (!), your win-rate and growth typically skyrockets. We are seeing it in some of our category creators such as Infra.Market and Enter. In almost all cases, it's a mix of: * utilizing assets better (be it factories in the market or engineering capabilities) * producing fixed cost but selling variable cost (more here: https://lnkd.in/eYz6pxB2) * exceptional ROI on capital use due to margins and capital recycling times I am seeing tech and scale kick in typically in ca. year 4 to unlock the cost advantages. In emerging economies it can be earlier. 2. Efficient Distribution I am on the record: Too many VCs and founders over-obsess with product, and under-obsess with distribution. Very rarely do traditional marketing and sales tactics learnt from generic sectors scale efficiently in construction. Sometimes they do, but regularly they don't. I have seen ingenious tactics with offline and human motions which go counter to the traditional VC teachings. When I see them, I analyze their efficiency in numbers. When I see their efficiency, I fall in love quickly. Unfortunately, way too rare, though the opportunities are there. Founders who acquired the "barn smell" often have a unique advantage here, is my observation. 3. Track Record AEC is the ultimate track record industry. The project-based nature of our sectors makes it quirky and idiosyncratic, thus highly sensitive to threat of failure and risk. "Guarantee me the outcome." How do I do that? That is exactly why track record compounds, and vertical software companies traditionally have achieved 30-70% niche market shares. Because their track record compounds. It is a defensible asset, no matter how often you hear the opposite from generic wisdoms. Bonus/Meta: Hidden Insight The most first principle taste I have acquired. When I find it, I spend more time. The greatest founders we have worked with ALL had unique insight hidden to generic people, but obvious to their customers. ALL, without exception. There are more, check my carousel. But these are my top 3+1 for construction-tech founders 🤗 #constructiontech #founders #competitiveadvantage #strategy #vc

AI has an insatiable appetite for energy. But, can AI help energy companies cook up a buffet? GE Vernova just acquired Alteia, the energy sectors first major acquisition to aimed at simultaneously powering the AI revolution and using AI to manage the resulting grid complexity. The acquisition will enable GE Vernova to, rather than building generic AI capabilities, develop visual intelligence specifically for energy infrastructure – enabling utilities to "see" their grids through AI-powered damage assessment, vegetation management, and asset inspection. Their GridOS® platform represents an AI-native approach to grid management, designed from the ground up for renewable energy integration rather than simply adding AI features to existing systems. GE Vernova's $9B commitment through 2028 represents one of the most aggressive AI investment strategies in the energy sector, far exceeding most competitors' disclosed AI-specific spending. This signals that leading energy companies view AI as fundamental infrastructure for future competitiveness, not just a technology add-on. Meanwhile, competitors across energy’s competitive landscape are taking their own approaches to AI. Siemens Energy leads with the most comprehensive strategy among traditional competitors, launching an industrial foundation model with Microsoft and pursuing workforce transformation (AI-powered learning for 250k+ employees), autonomous manufacturing (targeting 30% productivity gains), and AI-driven sales optimization. Schneider Electric, ABB, and Honeywell focus on partnerships and smaller acquisitions for IoT integration, predictive maintenance, and building automation. Notably, while some competitors have broader industrial AI portfolios, none match GE Vernova's strengthend, specific focus on AI for grid asset management; a critical differentiator as AI and visual data analysis become increasingly important for grid reliability. Every major energy company has embraced cloud partnerships (Microsoft Azure, AWS, NVIDIA) to support AI ambitions, but GE Vernova's sector-specific partnerships like its Chevron joint venture for AI data center power infrastructure demonstrate how companies are creating entirely new revenue streams. Traditional energy companies appear to be lagging in AI adoption, creating market share opportunities for AI-forward competitors. GE Vernova's is looking to win with a strategy of building proprietary AI capabilities through strategic acquisitions, rather than relying solely on partnerships. The companies that successfully integrate AI into their core operations – rather than treating it as an add-on – will likely capture disproportionate value as the energy sector digitizes.

A significant inflection point for U.S. manufacturing is here. Google's recent "verifiable quantum advantage" breakthrough isn't a distant theory—it's a present-day reality with immediate strategic implications for industry leaders. Their Willow chip executed the Quantum Echoes algorithm 13,000x faster than a top supercomputer, moving quantum from abstract science to a verifiable engineering tool for solving real-world problems. What does this mean for your business? Key takeaways from our deep-dive analysis: 🔹 Materials Science: The paradigm shifts from slow, empirical discovery to rapid, predictive design. Imagine engineering stronger, lighter alloys or more efficient catalysts in silico, slashing R&D cycles from decades to months. 🔹 Supply Chain & Logistics: Go beyond static efficiency. Quantum optimization enables dynamic, real-time resilience, allowing supply chains to adapt to disruptions instantly—a powerful competitive differentiator. 🔹 Talent Metamanagement: The most critical bottleneck isn't hardware access; it's the severe quantum skills gap. Building a quantum-ready workforce through strategic upskilling and talent management is now a core competitive necessity, not just an HR function. The race for a first-mover advantage has begun. The question for leaders is no longer if quantum will have an impact, but how they will build the strategic roadmap and talent pipeline to lead the charge. #QuantumComputing #USManufacturing #Innovation #TechStrategy #SupplyChain #FutureOfWork #MaterialsScience #Leadership

Stop selling on price. In Asia's competitive markets, becoming indispensable means moving beyond features to solve business-critical 'pain' your customers might not even fully grasp. Top sellers become 'guides' or 'value architects', using foresight to illuminate opportunities and risks customers haven't fully seen, transforming stalled deals into strategic partnerships. This requires a structured approach – building a Value Hypothesis – focusing on the customer's world before proposing solutions. It involves four key actions:   1. Plan: Researching to hypothesize their key 'Initiatives' (the strategic projects). 2. Discover: Engaging with empathy to uncover hidden 'Challenges' (the value gaps creating pain). 3. Build: Crafting a compelling 'Vision' – the 'art of the possible' in their language – showing the future state. 4. Advance: Defining the 'Value' (business and personal impact) to champion the solution internally. Take sales rep Anya. Her deal with one of her key customers was stuck on price. She then researched the customer deeper, and identified key 'Initiative' (personalized customer experience) and uncovered the underlying 'Challenge' (integration pain threatening launch) – a critical 'pain' the customer hadn't fully articulated. Leading with a compelling 'Vision' of a seamless future state, she defined the 'Value' in terms of market impact and the key stakeholder's personal success, moving beyond product-focused discussions. This shift transforms conversations from technical specs to strategic impact. By helping customers define their core 'Business Issue' and guiding them to a compelling future, sellers move from commoditized vendors to trusted partners, securing bigger, more impactful deals. Be the guide, find the pain, and unlock the value.

Can Smaller R&D Advisory Firms Compete with the Big Players? Spoiler alert: yes, and it’s not as tough as you might think. In the battle of David vs Goliath - Large firms have the advantage of extensive resources, which they use to invest heavily in things like marketing and attracting top talent. Smaller firms, however, bring something unique to the table: agility. With lean teams, they can adapt quickly, tailor services to fit client needs precisely, and leverage smart technology to level the playing field. Here's an example of this in practice. I recently helped a small team of R&D advisors implement Claimer, the UK’s leading technology partner for R&D advisers. Around the same time, I referred a contact to them—someone who had previously worked with a much larger advisory firm (75+ employees). Over coffee a few weeks later, I asked how they found the experience. Their response? "Night and day." They loved how tech made the claim process smoother, quicker, and (almost) enjoyable - plus having one point of contact from start to finish was a game-changer. Now, I know some smaller advisors will say, “But we already have an optimised process!” The reality? Traditional methods can only be optimised so far - and even at their best, they’re still pretty clunky. By augmenting advisors with the latest technology, smaller firms aren't just competing; they’re redefining the game. What do you reckon, can the little guys utilise technology to outmanoeuvre the titans of the R&D industry? *The edited photo is of my 5 year old Harris in his school nativity play.

Be inspired by Monitor ERP to rethink of R&D stands for. Unless you work in manufacturing you will be forgiven if you have not heard of Monitor, but you really should know about them. And learn from them. When it comes to ERP companies and their revenue Monitor EPR is not the biggest - actually, far from it. But Monitor has been awarded best ERP system in Sweden 7 years in a row (!) and when it comes to the market of ERP system for small and medium manufacturing companies Monitor has an almost 50% (!) market share in Sweden.Their Net Promotor Score (how happy customers are with a supplier) is off the charts. Monitor has a NPS of 30. SAP is at MINUS 40… In other words, they are the David in a world of ERP Goliath’s,- and they punch well above their weight. So how can they be so extremely successful with their clients? One reason is how they approach product development. Monitor work very close to their customers and monitors (sic!) their needs and suggestions. Instead of traditional R&D, as in "Research and Development”, Monitor applies what can be called R&D as in “Receptive and Deploying.” Receptive to what the clients wants and needs, and then a quick and responsive way of deploying these requests. Unlike other ERP providers who work with partners, Monitor deals with their clients directly, making it much easier for them to pick up suggestions from their clients. And while partners are keen on selling “customisations” of standard ERP systems (because that is how they make money) Monitor is more keen on developing standard solutions that are functional and effective for the clients from the start. Being “Receptive & Deploying” means to have a laser focus on being efficient on supplying solutions that the clients are asking for, or will be asking for soon. It is a mindset of relentless focus on the needs of the customer. Be honest: Do you have a relentless focus on your customers needs? A surprisingly large number of companies actually seem to have lost that as they focus on things like “research” and “development” and “innovation”. No, the focus should be on being receptive of the needs of the customer. The key here is “receptive” as in “being willing to consider or accept new suggestions and ideas” and to then be nimble and quick enough to deploy these ideas. In short, invest in R&D: "Receptive & Deploying" This text was written after an interview with Daniel Häggmark, CEO at Monitor ERP Asia. By applying the mindset of Receptive & Deploying they have grown in Asia from just a few people a few years ago to now accounting for 20% of all of Monitor’s staff.

🎯 MCT & TAT: The Hidden Time Frameworks That Drive Airline Profitability Every minute in aviation translates directly to profit or loss. While passengers focus on departure times, airline executives know the real battle for profitability happens in the critical minutes between flights. Understanding these time relationships can unlock millions in additional revenue and operational efficiency. The most significant misconception? MCT and TAT are often confused or used interchangeably, despite serving entirely different purposes. The fundamental distinction: MCT is passenger-centric, focusing on travelers and baggage moving between flights, while TAT is aircraft-centric, addressing ground operations between an aircraft's arrival and subsequent departure. This comprehensive Quick Reference Guide transforms complex time concepts into clear competitive advantages: • Multiplicative Relationship: TAT must always exceed MinTAT - airlines that fail to respect this relationship face cascading disruptions affecting network reliability • Commercial Value: Shorter MCTs enable more viable connections, improving network connectivity and revenue potential, while optimized TATs increase aircraft utilization • Cross-Functional Alignment: These metrics bridge operational and commercial departments - a rare perspective that creates significant competitive advantage • Strategic Investment: Leading carriers recognize that investments in ground handling equipment, processes, and digital tools can simultaneously improve both metrics Strategic Implementation Framework 1. Create Unified Measurement Systems: Establish precise time definitions (domestic-domestic MCT: 30-45 mins, narrowbody MinTAT: 25-75 mins) and aligned KPIs between network planning, operations, and commercial teams     2. Identify Competitive Opportunities: Analyze MCT exceptions against competitors at shared hubs to discover network connectivity advantages (a European carrier found 15% more viable connections by reducing MCTs by 10 minutes)     3. Develop Asset-Specific Standards: Implement tailored MinTAT standards based on aircraft type and configuration, creating differentiated performance targets that recognize operational realities     4. Connect Performance to Financial Outcomes: Link MCT/TAT optimization directly to profitability through metrics like misconnection costs, aircraft utilization values, and connection yield premiums Save this essential reference guide to transform your airline's operational strategy. The relationship between these critical time metrics forms the backbone of network efficiency and profitability. Which strategic approach to MCT/TAT management has created the greatest competitive advantage in your experience, and how was it implemented? #Aviation #Air52Insights #OperationalExcellence