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Even the swiftest of fastfollowers will struggle to not choke on the dust of first movers in today’s world. Stop thinking about managing the risk of technology, tools, and process improvement. If you’re stuck in the purgatory of a legacy based business model, don’t transform – reinvent.
The thing you want to be these days is a “fastfollower.” By viewing technology construction as an artistic endeavor rather than a mechanical one, we are freed to not only build applications that have a stronger ROI, but also to do a better job of managing IT people.
The speed of technology advances in the market are making the old paradigm of first mover versus fastfollower largely irrelevant – every business must now become some version of a first mover. Great leaders will drive real digital transformation while others will simply manage their way into a digital free fall.
But dont count them out for long; if theres one thing Chinese companies are good at, its implementing a "fastfollower" strategy. But dont count them out for long; if theres one thing Chinese companies are good at, its implementing a "fastfollower" strategy. At the corporate level, theyre looking to the U.S.
There is still a debate in strategy circles about whether it is better to be the first mover or a fastfollower, and whether missing out on the first wave of disruptive innovation means falling behind forever. I saw this focus on empowering talent when I spoke to top managers at Verizon in May.
Market leaders and fastfollowers seek transformational change; cautious adopters and laggards dip their toe into incremental change. Market leaders and cautious adopters proactively seek change; fastfollowers and laggards take a reactive approach. IT management Information & technology Strategy'
I recently participated in a spirited panel discussion with Bruce Brown, Procter & Gamble's Chief Technology Officer, and Erich Joachimsthaler, Vivaldi Partners' managing director and CEO. It requires rethinking reporting relationships, talent management, rotational assignments, compensation, and more.
Are managers particularly concerned about the impacts of climate change on their businesses? Part of the disconnect stems from what’s said by company leaders versus what a broad selection of managers think. If we believe the results of a recent MIT Sloan and BCG survey , the answer is no. But it may not be that dire.
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. In short, the age of Post-Western globalization is upon us.
Of course, the congealing critical consensus is that current P&G CEO Bob McDonald isn't moving fast enough. This "too fast/too slow" leadership conundrum reeks of "Goldilocks" management — transformations and turnarounds should be neither too fast nor too slow; they must be "just right." That's a mug's game.
A few years ago Dave Ulrich, a management thought leader from the University of Michigan, made a comment I found both insightful and profound: “ Every leader needs to have a model of organization design.” An effective organization design model guides a manager in answering five fundamental questions in a thoughtful and well-integrated way.
But Samsung’s new mobile wallet strategy may be a sign that they are finally becoming a true leader and shedding their image as a fastfollower. Its foray into this industry comes on the heels of product entries by Google and Apple.
More importantly, by changing your organization's leadership development mindset, you can create the momentum needed to build a talent pipeline that will keep your organization strong as you grow, and grow fast. Follow the Scaling Social Impact insight center on Twitter @ScalingSocial and register to stay informed and give us feedback.
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. It’s also a popular construct in agile project management. Sprints encourage fastfollow-up. After Friday’s customer test, the results were clear: the simpler marketing was more effective.
They are planning to be “fastfollowers” — a strategy that has worked with most information technologies. Such central groups focus on framing the problems, proving out the business hypothesis, modularizing the AI assets for reusability, creating techniques to manage the data pipeline, and training across businesses.
And Capabilities and Management Systems act as a reality check on the Where to Play and How to Win choice. If you can’t identify a set of Capabilities and Management Systems that you currently have, or can reasonably build, to make the Where to Play and How to Win choice come to fruition, it is a fantasy, not a strategy.
China's brilliant "FastFollower" innovation policy is generating the biggest transfer of technology in history. We need a much more skilled business leadership than we have currently, capable of creating as well as managing. A realistic American innovation policy will need to take these three harsh truths into account.
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