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If you really want to understand a leader’s perspective on the market, ask them about their competition. I’m always on the lookout for new practitioners entering the market where we have practice areas, disruptive technology, or changes in the landscape that could disintermediate certain aspects of the market.
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. When was the last time you entered a new market? Are your management and executive ranks void of youth?
Before reaching the top of the S-Curve, there will be disintermediation, which moves humanity from the current S-Curve to a new one. As coaches and leadership development experts, we rely both on proven models and years of experience in operating businesses. An S-Curve is the measurement of speed in the adoption of new innovation.
Before reaching the top of the S-Curve, there will be disintermediation, which moves humanity from the current S-Curve to a new one. As coaches and leadership development experts, we rely both on proven models and years of experience in operating businesses. An S-Curve is the measurement of speed in the adoption of new innovation.
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. In other words, innovation occurs when we bypass or disintermediate procurement. It's leadership.
Unlike closed marketing systems, characterized by agencies that wall off their in-house talent (creating a scarce and expensive resource), open marketing systems seek talent from anywhere in the world to solve problems, and then curate the best answers. All of these are taking a piece of the traditional marketing spend.
Strategic plans are often filled with empty phrases such as “Leverage our World Class Operating Capabilities” or head-scratching aspirations like “Reshape Our Pricing and Trade Strategy to Effectively Drive Demand While Maintaining Market Access.” Escape from template tyranny. Templates are often a standard fixture of strategic planning.
How do you become a market leader in the midst of rapid change? You predict that we will have only 100 dominant players in 50 markets by 2050. In fact, many of their leaders have forgotten how they got there – mission, talent, offering, and markets. Another indication of the speed and extent of dominance is market cap.
This is a big transition for firms whose marketing, sales-training and enablement tools, and wider organizational processes reflect outdated assumptions about purchasing in their markets. Specious talk about disintermediation of salespeople obscures the real issues facing firms. Buying is a continuous and dynamic process.
HBR: Companies have two options to meet talent shortages—they can look to an external labor market, or they can focus on developing their internal labor market. One way to do so is to periodically “mark to market” skills and capabilities, growing those skills that are market relevant.
We are all talking about the Future of Work and what workplaces, leadership, and how we work will look like in the future. There will be a “big fall” to offset the USA stock market booms happening now. A smart friend Frank Ciccia and I were talking about patterns we are noticing within workplaces and employee wellness.
Digital commerce and disintermediation have caused many customers to question the importance of having a sales relationship at all. They contribute tremendous value to their organizations through their market insights and direct communication channel with customers. Great brands avoid selling products. .”
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