{"id":124,"date":"2011-04-14T01:01:50","date_gmt":"2011-04-14T05:01:50","guid":{"rendered":"http:\/\/facilitativeleadership.wordpress.com\/?p=124"},"modified":"2026-05-01T15:38:28","modified_gmt":"2026-05-01T19:38:28","slug":"blue-ocean-strategy","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/blue-ocean-strategy\/","title":{"rendered":"Blue Ocean Strategy: Create Uncontested Market Space"},"content":{"rendered":"

The MGRUSH<\/span>\u00a0<\/i>technique encourages different approaches based on whether your project is seeking incremental gain or requires real breakthroughs. Blue Ocean Strategy<\/em>\u00a0promotes breakthrough thinking, justified by the higher profits such thinking generates among companies studied by its authors, Kim and Mauborgne.[1]<\/h2>\n
\"Blue

Blue Ocean Strategy by W. Chan Kim and Ren\u00e9e Mauborgne<\/strong><\/span><\/p><\/div>\n

The authors note the failures of companies over the past fifteen to twenty years\u2014since the publishing of In Search of Excellence<\/em>\u00a0and Built to Last<\/em>\u2014including Atari, Data General, Fluor, and National Semiconductor. Therefore, the cornerstone of Blue Ocean Strategy<\/em> is value innovation, defined as “the integrated and simultaneous pursuit of differentiation (i.e., buyer value) AND low-cost (i.e., supplier value).”<\/span><\/p>\n

Their analytical toolset begins with a strategy canvas that identifies the principle of competitive and investment factors within your industry. With wine as an example (in brief), they might include price, distinction, marketing, aging, vineyard, complexity, and range. Their framework (called Four Actions<\/strong>) relies on facilitating consensual agreement around four questions. Participants’ answers suggest a new value curve that might enable your company to shift from traditional industry factors to uncontested market space. The four questions are:<\/span>
\n1. ELIMINATE\u2013\u2013Which factors that the industry takes for granted should be eliminated?<\/span>
\n2. RAISE\u2013\u2013Which factors should be raised well above the industry\u2019s standard?<\/span>
\n3. CREATE\u2013\u2013Which factors should be created that the industry has never offered?<\/span>
\n4. REDUCE\u2013\u2013Which factors should be reduced well below the industry\u2019s standard?<\/span><\/p>\n

Illustrating Blue Ocean Strategy Four Actions Using Cirque du Soleil<\/span><\/h4>\n

For example, they suggest the success of Cirque du Soleil (compared to a traditional circus) accelerated with the following insights:<\/span>
\n1. ELIMINATE\u2013\u2013Star performers, animal shows, etc.<\/span>
\n2. RAISE\u2013\u2013Unique venue, type of concession sales, etc.<\/span>
\n3. CREATE\u2013\u2013Theme, artistic music, and dance, etc.<\/span>
\n4. REDUCE\u2013\u2013Multiple show arenas, thrill, and danger, etc.<\/span><\/p>\n

Using the strategy canvas of Southwest Airlines they emphasized\u00a0the factors of friendly service, speed, and frequent point-to-point departures. Both Cirque du Soleil and Southwest Airlines provide\u00a0shared focus, divergence, and a compelling tagline. Overall, the authors\u2019 steps for visualizing strategy draw upon group discussions and consensus\u2014aka<\/em>, excellent facilitation. They also suggest the use of a Pioneer-Migrator-Settler perceptual map that would seem to offer far less benefit than seeking consensus with answers to the Four Actions above.<\/span><\/p>\n

Blue Ocean Strategy<\/em>\u00a0offers additional and valuable questions[2] that challenge each of the life-cycle steps (e.g., MGRUSH<\/span><\/a><\/em><\/span>\u2019s<\/em> Plan-Acquire-Operate-Control). These questions\u00a0seek to identify the biggest blocks faced by value\u00a0drivers such as productivity, simplicity, convenience, risk, fun\/ image, and environmental friendliness.<\/span><\/p>\n

Blue Ocean Strategy Organizational Hurdles<\/span><\/h4>\n

The authors finish their discussion with four \u201corganizational hurdles\u201d including politics, motivation, resources, and groupthink (i.e., \u201ccognitive\u201d). However, like many academics, they complete their otherwise valuable book by discussing the importance of converting the strategy into execution\u2014missing the importance and significance of building consensual analysis to pave the way. They jump from the WHY to the HOW without a complete understanding of WHAT is required\u2014i.e., the consensual aspects that assure buy-in, confidence, and ownership. They talk about the importance of attitude and behavior but offer little insight into how to acquire a \u201cfair process,\u201d\u2014something that MGRUSH<\/span><\/a><\/em><\/span> alumni do regularly by building consensus around the analysis framework.<\/span><\/p>\n

[1] See chart on page 7, \u201cThe Profit and Growth Consequences of Creating Blue Oceans.\u201d<\/span>
\n[2] See chart on page 123, \u201cThe Buyer Experience Cycle.\u201d<\/span><\/p>\n

______<\/strong><\/span><\/h4>\n

Don\u2019t ruin your career by hosting bad meetings<\/a>. Sign up for a workshop<\/a> or send this to someone who should. MGRUSH<\/span><\/a><\/em> workshops focus on meeting design and practice. Each person practices tools, methods, and activities every day during the week. Therefore, while some call this immersion, we call it the road to building high-value facilitation skills.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

The MGRUSH\u00a0technique encourages different approaches based on whether your project is seeking incremental gain or requires real breakthroughs. Blue Ocean Strategy\u00a0promotes breakthrough thinking, justified by the higher profits such thinking generates among companies studied by its authors, Kim and Mauborgne.[1] The authors note the failures of companies over the past fifteen to twenty years\u2014since the […]<\/p>\n","protected":false},"author":1,"featured_media":5824,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_wp_convertkit_post_meta":{"form":"-1","landing_page":"","tag":"0","restrict_content":"0"},"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[453185951],"tags":[491439,15582,453190629,453192147,453190630],"class_list":["post-124","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership-skills","tag-blue-ocean-strategy","tag-brainstorming","tag-breakthrough-thinking","tag-catalyst-product-innovation-method","tag-innovation"],"yoast_head":"\nBlue Ocean Strategy: Create Uncontested Market Space<\/title>\n<meta name=\"description\" content=\"Use different approaches based on whether your project is seeking incremental gain or real breakthrough. 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Blue Ocean Strategy promotes breakthrough thinking,\" \/>\n<meta property=\"og:url\" content=\"https:\/\/mgrush.com\/blog\/blue-ocean-strategy\/\" \/>\n<meta property=\"og:site_name\" content=\"MG RUSH Facilitation Best Practices Blog\" \/>\n<meta property=\"article:publisher\" content=\"http:\/\/www.facebook.com\/FacilitationTraining\/\" \/>\n<meta property=\"article:author\" content=\"http:\/\/www.facebook.com\/FacilitationTraining\/\" \/>\n<meta property=\"article:published_time\" content=\"2011-04-14T05:01:50+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-05-01T19:38:28+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/04\/blue-ocean.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1236\" \/>\n\t<meta property=\"og:image:height\" content=\"1881\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Facilitation Expert\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:description\" content=\"Use different approaches based on whether you are seeking incremental gain or breakthrough. 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However, he also observed meetings that worked. What set them apart? A well-prepared leader who structured the session to ensure participants contributed meaningfully and achieved clear outcomes. Throughout his career, Metz, who earned an MBA from Kellogg (Northwestern University) experienced and also trained in various facilitation techniques. In 2004, he purchased MG RUSH where he shifted his focus toward improving established meeting designs and building a curriculum that would teach others how to lead, facilitate, and structure meetings that drive results. His expertise in training world-class facilitators led to the 2020 publication of Meetings That Get Results: A Guide to Building Better Meetings, a comprehensive resource on effectively building consensus. Grounded in the principle that \u201cnobody is smarter than everybody,\u201d the book details the why, what, and how of building consensus when making decisions, planning, and solving problems. Along with a Participant\u2019s Guide and supplemental workshops, it supports learning from foundational awareness to professional certification. Metz\u2019s first book, Change or Die: A Business Process Improvement Manual, tackled the challenges of process optimization. His upcoming book, Catalyst: Facilitating Innovation, focuses on meetings and workshops that don\u2019t simply end when time runs out but conclude with actionable next steps and clear assignments\u2014ensuring progress beyond discussions and ideas.","sameAs":["http:\/\/MGrush.com","http:\/\/www.facebook.com\/FacilitationTraining\/","https:\/\/www.linkedin.com\/in\/terrencemetz\/","@teammetz","https:\/\/x.com\/TerrenceMetz","https:\/\/www.youtube.com\/watch?v=j4x3-Qo9Ez4"],"birthDate":"1955-09-23","gender":"male","jobTitle":"Managing Director","worksFor":"MG Rush Facilitation","url":"https:\/\/mgrush.com\/blog\/author\/teammetz7\/"}]}},"jetpack_featured_media_url":"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/04\/blue-ocean.jpg","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/posts\/124","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/comments?post=124"}],"version-history":[{"count":0,"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/posts\/124\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/media\/5824"}],"wp:attachment":[{"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/media?parent=124"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/categories?post=124"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/mgrush.com\/blog\/wp-json\/wp\/v2\/tags?post=124"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}