Feb 23, 2010 | Change, Innovation, Marketing, Strategy
How often is the “next big thing” hiding in your organisation without you knowing?
Fairly often is seems.
Probably the classic example, is the development of the first digital camera by a Kodak engineer , Steven Sasson in 1975.
Kodak, with a totally dominant position in the film market had a huge amount to lose with the development of an alternative, and ironically, many of the adjacent inventions such as advances in storage volumes, which enables the digital photographic technology to be realised, and which also made the computer industry as we now see it possible, were also developed in their labs, but put aside, as Kodak commercial management saw little of interest to their business.
Way after the digital camera market had been populated by the likes of Sony, Kodak woke up, but way too late to preserve their market dominance, or even have a role in the shape of it.
Meanwhile, the inventor toiled away inside Kodak, watching others commercialise the technology he initiated.
The lesson here is that you need to creatively engage with all stakeholders, whilst seeing the opportunities through eyes other than those that restrict the view to the status quo.
Feb 18, 2010 | Change, Management, Marketing, Sales
As publishing goes electronic, and the hype about the Ipad, Kindle, and other reader technologies, evolves, and drives behavior changes, publishers need to consider how they are going to market, as most consumption of books is still generated by seeing it, physically in the bookstore. This is particularly true in the case of gifts, which is a very large part of the book market. As stores go out of business, how do publishers replace the awareness of a new book, the “feel” of it from the shelf, the pleasure of the interaction at point of purchase?
Amazons Kindle generally allows the first chapter to be downloaded before purchase, but will that be enough?
As in most other retail categories, the probable answer is that the generalist, mass market shops will decline radically in numbers, partly replaced by both specialist retailers who carry a depth of range of a particular genre, huge mega stores in cheap locations, and perhaps hole in the wall retailers with a printer/binder where you can order and print off the book, or part of the book wanted on the spot.
Whatever happens, the status quo has been busted wide open.
Feb 14, 2010 | Change, Innovation, Management, Strategy
Much of what we read encourages us to experiment, test, and adopt and adapt the better ideas as they survive, and evolve. I am a great advocate of this approach, but the downside is that an apparent ad hoc mindset, a lack of planning discipline, may allow the basic performance measurement disciplines of to fall away.
It is another management paradox, you have to be flexible and agile or “loose” to succeed, but to succeed you must have “tight” management to ensure the choices made have the backing a data, and strategic fit, not just the result of somebody’s good idea when they woke up that morning.
Feb 11, 2010 | Change, Innovation, Strategy
We spend time and effort managing our way through legacy IT systems, recognizing the impact they have on performance, and the cost benefit of spending the capital to replace them.
However, we rarely think about strategy in a similar manner.
Instead we think about the status quo, the culture and the need to change them, and we craft sometimes elaborate re-engineering projects often at great expense, to change them, but rarely think about them as a “legacy” of the past, and therefore to be treated as an oddity to be removed as soon as practical.
Perhaps if we subjected legacy strategies to the same ridicule we heap on legacy IT systems, change would be a lot easier to make.
Feb 10, 2010 | Change, Leadership, Management
Engaging a consultant usually means you have a problem that is deemed to require outside expertise.
This begs the question, “why would you engage someone who knows less about your business and its problems than you, to assist solving a problem?
The answer is simple, because the consultant knows less than you about the specifics, he/she is not constrained by the automatic assumptions that frame the way someone internal considers a problem, and is therefore able to ask questions free of the constraints of process, practice, and culture that develop in any organization. They are able to distinguish the wood from the trees because they do not wear the organization blinkers that internal people automatically assume.
Notice the emphasis on asking questions rather than giving answers?
A consultant who comes in and gives you answers should be shown the door, as he has just jumped to a conclusion on flimsy data. However, one who comes in and asks the difficult questions, ones that require a profound rethiknk of the status quo, is to be treasured. Such questions come from a breadth of experience in similar situations, and can lead to a solution that suits your organization by assisting you to come to the conclusions yourself through a process of helping you identify the impediments to the required outcome.
No consultant can know as much abnout your business as you, they just see it through different eyes, and from a less contrained perspective.
Feb 9, 2010 | Change, Management, OE, Operations, Sales
For a long time as a consultant, who has done a fair but of sales training in a B2B environment, I have fallen back on a foundation proposition made up of three parts.
When planning a sales strategy to sell a product that is not a cheap disposable commodity (like paper clips)to a customer, you can only really do three things:
- Assist the customer increase his sales
- Assist the customer reduce his costs
- Assist the customer increase the productivity of his assets.
If the product you are selling does not address at least one of these three parameters, why would someone buy from you?
Recently, undertaking an improvement exercise for a manufacturing client, it became clear the same three questions can be applied to any improvement process, not just sales.
If any activity, policy, assumption, or behavioral norm does not contribute to at least one of these three outcomes for your organization why are you still doing it? “How does that contribute to…..?” becomes a very powerful question.
