Consider the case of the National Basketball Association (NBA). In the 1986 NBA season, teams averaged 3.3 three-point attempts per game. League MVP and champion Larry Bird attempted 194 attempts for the entire season. That number led the entire league. Last year, teams averaged 35.1 three-point attempts per game. 26 players attempted more than 500 three-point shots during the season. In 1986, games involved a wide array of shooting. Teams had powerful low-post players such as Hakeem Olajuwon and Kevin McHale. They had players who could slash to the basket and others who had perfected the mid-range jumper. Today, the game involves an overwhelming number of three-point shots and very little low-post play. In the 1980s, some teams played a bruising, slower, physical game. Others played a run-and-gun, fast-break game. Today, nearly all teams rely heavily on long-distance shooting.
Fans can disagree over whether today's game is better than the 1980s version of NBA basketball. However, it is difficult to argue that today's game is more differentiated than the 1980s version. Most assuredly, teams all play a much more similar style of play today. Strategy convergence has taken place at an incredible rate. What's driven this change? Analytics. The data clearly say that teams should take a high number of three-point shots. It simply makes a great deal of sense if you want to win.
What's the lesson for business leaders? Analytics may drive what seem like clearly better decisions. Yet, it might just lead to strategy convergence, which may be harmful in the long run. Your product may become much more similar to those of your competitors. Distinctiveness falls, and in the long run, that may actually harm profitability for all rivals.