Subtly, it satisfies our resentment toward those who appear unfairly advantaged while offering hope to those who hold the shorter end of the stick. What gives this story its appeal
The report indicates that the David and Goliath metaphor conveys a powerful message of the glorified champion beaten by the underestimated novice. This narrative depicts champions as villains and transforms the unassuming into heroes.
It further notes that subtly, it satisfies our resentment toward those who appear unfairly advantaged while offering hope to those who hold the shorter end of the stick. What gives this story its appeal is our tendency to assume the shoes of David, the underdog, while often ignoring our own attributes that could render us as top dogs and cursed ones as such.
This article provides a strategic perspective on the David and Goliath lore, emphasising the risks of grandiose advantages and how organisations can mitigate them.
It also highlights how we often overlook the qualities necessary in making underdogs heroes, focusing instead on the unexpected victory. Additionally, it covers how underdog organisations can leverage innovation to win and why this approach can work effectively.
Who then is a ‘cursed top dog’? A cursed top dog is an organisation that has developed a key advantage so pronounced that it has become grandiose. Consider Apple and design, Ghana Television and its extensive coverage, or University of Ghana being the first in the country.
In the biblical narrative, Goliath possessed a formidable stature. These advantages are developed over time and bring the organisation certain benefits. They can be so powerful that they appear to make up for other crucial capabilities the organisation lacks, sometimes deceptively so.
For instance, GTV’s extensive coverage and credibility could be seen to compensate for what some may perceive as a lack of dynamism, but this is arguably a dangerous illusion that can lead to complacency.
The curse of top dogs is almost inevitable unless organisations remain consciously aware of the risk their grandiose advantages pose. If Goliath had been aware of the risks his height and continuous victory presented, he would have been less susceptible to defeat. These risks are as follows:
Interfered alertness: When results continue to come, organisations become less alert. Blind spots emerge because they fail to see the changing environment. Gradually, it compounds then suddenly the carpet is pulled out from under their feet.
When organisations are winning, they often overlook creative use of resources because results are coming. They say “we are winning anyway” until they are not. Goliath had a sword, spear and javelin but was unable to put them to use.
Compromised secrecy: When advantage is obvious and well known, competitors can anticipate your moves. Secrecy before execution becomes nearly impossible. Think of Apple’s product launches. Once your advantage is known, competitors can copy and counter it.
Every time a Goliath goes into battle, he must cover his forehead in the next engagement because his vulnerability has been exposed. This is why organisations must beware of their palpable advantages and understand where they are most likely to be attacked.
When a political affiliation is no longer news, when everyone knows Apple will soon launch its next phone, the element of surprise is lost. When it is no longer a secret that the Philistines will come with Goliath, David gets to adequately prepare for him.
Resistance to change: There is often resistance to change when things become institutionalised. When systems become grounded, change becomes difficult. Though systems create predictability, overreliance on predictability can lead to underestimating competitors.
