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If senior management cuts your budget, says no to replacing broken equipment, or reduces your headcount, what is the first feeling that wells up inside you? Irritation? A sense of unfairness? Probably not gratitude. A situation on the home front recently triggered my thinking on this topic.
For the United States and Germany, strong multinational corporations and technological innovation are the driving factors. innovation is driven by a can-do spirit and a healthy appetite for risk, with established corporations and startups introducing some of the world’s most important and game-changing technologies.
With seemingly unbounded opportunity, salespeople work hard to build relationships and create a book of business that drives their future financial success and creates fast marketpenetration for the company. As sales took off, management continued to "share the wealth." Three examples show the issues that can arise.
They have a defined brand and a fairly clear picture of marketpenetration, differentiators, and existing products and services. The ratio of current to former employees is also telling – evidence of high turnover may reveal something about a company’s management style or stability. Note the geography. Use social media.
According to the theory of the diffusion of innovations — an attempt to understand how, why and at what rate ideas and technology spread throughout cultures — diffusion or adoption is relatively slow at the outset until a tipping point is reached. Saturation is reached at 90%+.
The infiltration of technology into every part of our lives has made many people seek out personal, low-tech/high-touch experiences and relationships with the companies they patronize. To protect their advantage, forward-thinking national chains are combining their brand recognition and marketpenetration with a local approach.
Welch was convinced that the speed of globalization and technological innovation in the 21 st century would require companies to work very differently – with shorter decision cycles, more employee engagement, and stronger collaboration than had previously been required to compete. Senior management knew this was an issue.
Studying these successes and failures, we’ve identified half a dozen key reasons platforms fail, all of which boil down to managers’ misunderstanding of how platforms operate and compete. Steve Jobs failed miserably at managing openness at Apple in the 1980s. Let’s look at the key errors.
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