Fast Follower Leadership Marketing 
N2Growth Blog
SEPTEMBER 29, 2018
Even the swiftest of fast followers will struggle to not choke on the dust of first movers in today’s world. Start thinking about opportunities based on insights, customers, markets, and business models. The post Leadership and Digital Transformation appeared first on The Executive Hub.
Leading Blog
MARCH 18, 2011
Technology enables velocity—the speed of getting products to market, the speed of delivery, the speed of analytics, and the list goes on. The thing you want to be these days is a “fast follower.” Instead, you want to quickly follow the first movers who are trying to capitalize on a blossoming trend.
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N2Growth Blog
JANUARY 11, 2017
The speed of technology advances in the market are making the old paradigm of first mover versus fast follower largely irrelevant – every business must now become some version of a first mover. Digital transformation is really more of a leadership, culture, strategy, and talent issue than a technology issue.
N2Growth Blog
APRIL 29, 2012
” If you read this article it would lead you to believe blogging is in decline and on it’s way out as a marketing tool. Many successful bloggers today were not necessarily first-movers, but rather fast-followers able to leap frog the early adopters. To extend marketing efforts. To build trust. To make money.
Harvard Business Review
MARCH 15, 2016
The idea is to fast-forward a project, so you can see what the end result might look like and how the market will react. The leadership at Slack used the process to decide between two fundamentally different marketing approaches. Sprints encourage fast follow-up. The sprint corrects these problems.
Harvard Business Review
APRIL 18, 2012
There is a much more important change in the global distribution of power underway, and the play for leadership of the World Bank signals that emerging markets will be increasingly bold in asserting their views about the management of the global economy. And apparently not in the fight over leadership of the World Bank.
Harvard Business Review
NOVEMBER 14, 2012
GE's Jack Welch was inordinately fond of emphasizing that his biggest leadership regret was that he didn't move fast enough to make fundamental changes. By stark contrast, IBM's Lou Gerstner practiced a cultivated deliberateness in his successful turnaround: Slow and steady won his leadership race. That's a mug's game.
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