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A leader’s view on competition will not only reveal a lot about their beliefs on current and future market trends, but also on innovation, branding, talent management, supply chain issues, constituency management, capital markets, and customer facing. Do your R&D and innovation programs evaluate the competitive landscape?
While much has been written about corporate vision, mission, process, leadership, strategy, branding and a variety of other business practices, it is the engineering of these practices to be disruptive that maximizes opportunities. So why do so many established and often well managed companies struggle with disruptive innovation?
Several years ago, a dear friend of mine, Darrell Mann, CEO of Systematic Innovation , predicted that some catastrophic event would soon plague humanity. An S-Curve is the measurement of speed in the adoption of new innovation. This transition point in the innovation cycle can be caused by a new innovation or an unrelated disruption.
Several years ago, a dear friend of mine, Darrell Mann, CEO of Systematic Innovation , predicted that some catastrophic event would soon plague humanity. An S-Curve is the measurement of speed in the adoption of new innovation. This transition point in the innovation cycle can be caused by a new innovation or an unrelated disruption.
Every single innovation conversation I've had recently with business unit leaders, product managers and/or marketing executives invariably focuses on the importance of partnership and collaboration with their best suppliers and vendors. If anything, they wish their suppliers came forward with even more actionable and innovative ideas.
Quirky is disrupting incumbents in consumer product design and innovation, Local Motors in the automobile business, Relay Rides in car rentals and Kickstarter and AngelList in the financial sector. Many of these dinosaurs – agencies in particular — seemed a bit panicked about being disintermediated.
What are the most innovative companies doing to position themselves? While they are focused on optimization, their shareholders continue to demand that they pay out greater dividends or engage in larger share buy backs instead of investing their profits for future innovation. Own and disintermediate the customer relationship.
We are all talking about the Future of Work and what workplaces, leadership, and how we work will look like in the future. A smart friend Frank Ciccia and I were talking about patterns we are noticing within workplaces and employee wellness. I am generally hesitant to make predication or play the future of work angle.
Digital commerce and disintermediation have caused many customers to question the importance of having a sales relationship at all. Instead, they appeal to and connect with their clients through emotion, brand story-telling, and thought-leadership. Great salespeople don’t imitate, they innovate. Great brands ignore trends.
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