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INSEAD WMId Blue Ocean Strategy Institute How to Apply Tipping Point Leadership and Fair Process Principles to Implement Blue Ocean Strategy Braynesbridge Industries (BI) is a conglomerate which manufactures products in cement, aerospace, aluminum, steel, and ship building. Over the last 20 years, BI Steel had benefited from a surge in demand for steel constmction matefials in the US and abroad, especially in China and hldla. However, as China ' s steel production capacity started to exceed its domestic demancL a sulplus supply of low-cost steel began to flood the global marketplace and major steel manufacturers entered a red ocean of bloody competition. As a result, BI Steel's profitability has suffered a rapid decline m recent years. The sinuation in the US has become so dire that upwards of 32 US steel companies have filed for ban_kluptcy and, along with the filings, the elimination of over 100,000 jobs. To put the steel company on a trajectory of strong profitable the head of BI Steel has worked With his team to craft a new strategy that would allow the conVany to break out of this red ocean of bloody competition Figure 1 shows the Strategy Canvas for BI Steel. It highlights the strategic shift in the division's strategy. hi Figure 1 Strategy Canvas for BI Steel Eliminated Reduced Number of produaion Raised Created 81 Steel's Blue Ocean Strategy 81 Steel's Red Ocean Strategy production As Figure 1 illustrates, BI Steel's new blue ocean strategy represents a substantial departure from the way the busmess unit has traditionally operated, allowing it to break away from the competition and achieve differentiation and low costs. To implement the new strategy, however, BI Steel would hair to overcome key organizational challenges, including the cognitive, resource, motivational and political hurdles, as well as build trust and commitment deep into its organization. Conslder: