Post by account_disabled on Jan 13, 2024 23:38:29 GMT -5
To expand into areas that haven't traditionally been part of their involvement. A good example is Amazon's decision to get into the cloud computing business. You know, observers were outraged. There was an article in the newspaper about what was Jeff Bezos thinking? He's a commodity producer; why did he want to get into enterprise computing? Of course, today we realize this was a stroke of genius. But when it first started, people were like, well, this doesn't fit into our frame of reference and this is not good. So this can be an advantage for existing businesses, but they have to be willing to be open to it. : Being open-minded means thinking broadly about the future. Rita McGrath.
Understand what you're doing to keep your core business going. Of course, this is what investors value most. But what else are you doing to create the next generation of core business? So what do you do to invest in your future options? in these small bets, these small experiments, to help you Email Lists Database meet and overcome the inflection point? The best way to deal with disruption is not to respond destructively. The response is, Hey, I'm always experimenting and trying so that when the inflection point comes, I won't be surprised. I think even today not many executives really understand what that means. Paul Michelman: But more importantly, remember that any company has the ability to challenge an upstart, or even imitate an upstart.
This is a complete set of new practices with rules that can be learned. You don't have to be Steve Jobs ( ), running around in a black shirt and working at two in the morning. You know, any average person can do most of this. I think that's where we haven't seen as much progress yet. : Today’s conditions for disruption do provide advantages to new players; some conditions may also benefit traditional companies. : Starting a company has never been cheaper, crossing barriers to entry has never been easier, but scaling a company has never been harder, either. So the incumbents already understand disruption. Innovation is now part of the discussion, but too much content remains the theater of innovation. This is a shame because we now know how to innovate.
Understand what you're doing to keep your core business going. Of course, this is what investors value most. But what else are you doing to create the next generation of core business? So what do you do to invest in your future options? in these small bets, these small experiments, to help you Email Lists Database meet and overcome the inflection point? The best way to deal with disruption is not to respond destructively. The response is, Hey, I'm always experimenting and trying so that when the inflection point comes, I won't be surprised. I think even today not many executives really understand what that means. Paul Michelman: But more importantly, remember that any company has the ability to challenge an upstart, or even imitate an upstart.
This is a complete set of new practices with rules that can be learned. You don't have to be Steve Jobs ( ), running around in a black shirt and working at two in the morning. You know, any average person can do most of this. I think that's where we haven't seen as much progress yet. : Today’s conditions for disruption do provide advantages to new players; some conditions may also benefit traditional companies. : Starting a company has never been cheaper, crossing barriers to entry has never been easier, but scaling a company has never been harder, either. So the incumbents already understand disruption. Innovation is now part of the discussion, but too much content remains the theater of innovation. This is a shame because we now know how to innovate.