John Walton - rofessor n HRD,London etropolitan niversity

“HHow do we create a sustainable competitive advantage for our organisation?”” This is a strategic question of universal interest that has led to many answers. Those of today are not the same as those of the past, and those of the future may be very different again.. We have moved away from the era when an organisation’s product range could last for generations without serious competition. It took more than 500 years before the secret of porcelain manufacture was discovered by those wishing to compete with the Chinese. Such a situation is inconceivable now. It has been claimed that as soon as a new product is launched, its life cycle is limited by various techniques such as reverse engineering whereby its key features can be identified and replicated by competitors. Legal protec-tive devices such as patents and trade restrictions might provide barriers to entry from competition in a domestic arena but not in a global marketplace.One suggested solution is provided by strategists coming from the perspective of the resource-bbased theory of the firm who argue that organisations should not be dependent on a current range of products or services. We should be seeking durable and sustainable distinctive competences within our organisations through resource deployment that cre-ates long term added-value. The organisation should be capable of utilising its resources in such a way that it consistently responds in an innovative and creative way to chal-lenges and contingencies. What is being undertaken should be perceived by outsiders as difficult to imitate and be a source of envy. One manifestation is that it is skilful in anticipating the future and establishing a clear sense of corporate direction that leads to