Bruce Temkin writes: "Lindstrom describes two concepts: 1) don’t ask consumers what they want; figure out what they need; and 2) practical features give consumers a reason to make a purchase.
The bottom line: It’s time to ask yourself if you’re keeping up with shifting customer needs."
Showing posts with label "innovation". Show all posts
Showing posts with label "innovation". Show all posts
On Gary Hamel's "The Future of Management".
John Caddell writes: "Hamel talks frequently in the book of enrolling the entire company in innovation. Among all the obstacles to achieving this--the lack of democracy, the weight of inertia--the biggest one in my view is the information gap. Comparing the volume and depth of information I had access to when I was a senior executive to the paucity I had in any other position--the difference was staggering...
It's no wonder that people can't or won't contribute meaningful ideas for the future when they don't know what the strategy of the company is, or what the core competencies are, or what happy customers like and angry customers hate about the company."
It's no wonder that people can't or won't contribute meaningful ideas for the future when they don't know what the strategy of the company is, or what the core competencies are, or what happy customers like and angry customers hate about the company."
The dissent-free organization: a worst practice.
"You must acknowledge and thank those who disagree by telling them that they made the discussion, and hence the ultimate decision, much better... You need to reward and promote the mavericks or else the organization will lose its creative edge. You try to create tension inside because the outside challenge is so great." -- former Medtronic CEO Bill George
Innovation technique: Define your ideal competitor.
"Paul Sloane’s new book, The Innovative Leader: How to Inspire Your Team and Drive Creativity, contains a fascinating innovation exercise that can help you to identify new opportunities for your business, and hopefully prevent it from being blindsided by an unexpected competitor. Here's how it works:
'Imagine that an immensely wealthy corporation has decided to enter your business market. This corporation plans to create a powerful competitor that will use innovative approaches to seize your current organization’s customers and wipe you out. It will deliberately exploit your weaknesses to hurt you in the marketplace. This corporation has hired your team to put together the new competitor and given you immense resources. What would you do?'"
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