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We analyse the role of subject matter experts' experience in establishing performance benchmarks for ambiguous and unstructured police tasks.

Participants included 156 students in the final week of their training to become commissioned officers of a police force (78.8% male, aged 21 to 54); 55.8% had previous experience as police officers, with 5–39 years of service (expert group). Participants completed an online questionnaire providing demographic data and responded to three written vignettes presenting critical high-ambiguity, time-pressure, and life-threatening situations.

Having prior police experience or being familiar with the situations presented in the vignettes did not impact the decisions made in two of the three vignettes. In the vignette where differences appeared, there was no clearly preferred option among the experts. Experts provided shorter and less elaborate justifications for their decisions compared to novices.

Overall experience and personal familiarity with situations do not appear to be sufficient conditions for identifying someone as an expert in this type of tasks. Results are discussed in relation to the difference between knowing what one should do and what one does due to stress and the moral or “sacred” values prevalent in police forces.

The purpose of this paper is to contribute to the development of a new perspective on adaptive strategy design. It examines the concept of adaptive advantage, as such a new perspective, and seeks to improve its understanding and application. The study of its origins leads to a solid comprehension of the concept and the proposal of a certain company profile. This could serve as a foundation for further research and as benchmark for companies trying to be more responsive to change and ultimately more resilient.

Three theories of the area of adaptability, namely, organization ecology, corporate demography and complexity-based thinking, have been studied conducting a review of the relevant literature of each one. After drawing out the individual contributions, a definition of adaptive advantage is offered and the question about its implementation in an organization is posed. Consequently, indicators of the three elements impacting adaptability, innovation culture, decision-making style and accumulated experience are measured in a sample of “old” and innovative firms. In order to do so, three questionnaires have been used, resulting in a case description of an archetype of adaptive companies.

It is shown that the expected elements are present, but in a lesser degree than expected. In conclusion, the trial study shows a pattern of “old,” innovative firms, whose cultures promote innovation, are analytic and adaptive in their decision making and have relatively high levels of accumulated experience.

This general review improves the comprehension of a complex concept currently under debate in the field of strategic planning. It explains the areas of the firm implicated in the achievement of adaptive advantage and tries to clarify a practical application of the concept.