strategy

  • There are three points of executive leverage in strategy making. The first is to manage the cost structure, or values of the organization, so that orders of disruptive products from ideal customers can be prioritized. The second is discovery-driven planning — a disciplined process that accelerates learning what will and won’t work. The third is to vigilantly ensure that deliberate and emergent strategy processes are being followed in the appropriate circumstances for each business in the corporation.

    This is a challenge that few executives have mastered, and is one of the most important contributors to innovative failure in established companies.

    — The Innovator’s Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen

  • Well-managed companies are excellent at developing the sustaining technologies that improve the performance of their products in the ways that matter to their customers. This is because their management practices are biased toward:

    • Listening to customers.
    • Investing aggressively in technologies that give those customers what they say they want.
    • Seeking higher margins.
    • Targeting larger markets rather than smaller ones.

    — The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change) by Clayton M. Christensen

  • Sales and non-sales selling are developing along a similar path — because the stable, simple, and certain conditions that favored scripts have now given way to the dynamic, complex, and unpredictable conditions that favor improvisation. Beneath the apparent chaos of improvisation is a light structure that allows it to work.

    Understanding that structure can help you move others, especially when your astute perspective-taking, infectious positivity, and brilliant framing don’t deliver the results you seek. In those circumstances and many others, you’ll do better if you follow three essential rules of improvisational theater:

    • Hear offers.
    • Say “Yes and.”
    • Make your partner look good.

    — To Sell Is Human: The Surprising Truth About Moving Others by Daniel H. Pink

  • Building a great product isn’t enough to succeed if you don’t also take the time to position it in the market. Don’t make the mistake of assuming the world knows how to think about your product and why it’s valuable. You must frame its value. If you don’t do it, other market forces will.

    That said, positioning a product well is much harder to do than it looks. It’s more than just data, stories, claims, or a positioning statement. It’s the collective outcome of everything you do to bring your product to market over time.

    Positioning and messaging are both important and often get conflated with one another. The differences are:

    • Positioning is the place your product holds in the minds of customers. It’s how customers know what you do and how you differ from what’s already out there.
    • Messaging includes the key things you say to reinforce your positioning, making you credible so people want to learn more.

    Positioning is your long game. Messaging is your short game.

    — Loved: How to Rethink Marketing for Tech Products (Silicon Valley Product Group) by Martina Lauchengco

  • Our project in the years to come will be to advance a positive vision of what liberal democracy can deliver with the new tools that technology is placing at our disposal. Its pillars must be:

    • Broadly shared prosperity.
    • Democratic accountability.
    • Scientific inquiry and truth-telling.
    • Long-term thinking.
    • Universal entrepreneurial opportunity.
    • Profound investment in the public goods that benefit everyone: basic science, R&D, education, health care, infrastructure.

    We must be guided by real research into which solutions are likely to work for society’s greater good. We must harness all of the tools of human culture and creativity to this vision: the arts, rhetoric, leadership, and education. And, of course, we must embrace change and disruption. We should understand technological development as a constant source of renewal and enlarged possibilities.

    We must plant the seeds of this new vision now. “…” entrepreneurship can be part of this solution by:

    • Creating new sources of growth and prosperity.
    • Cultivating a new cohort of leaders among all generations who are not bound by convention or obligation to the ideas of the past yet are yoked through long-term incentives and mindset to the possibilities of the future.
    • Integrating scientific thinking into every kind of work.
    • Providing new opportunities for leadership to people of every background and circumstance.
    • Helping public policy become more long-term in its objectives.

    The good news is, this new organizational form is more effective, treats talent and energy as a precious resource, and is designed to harness the true source of competitive advantage in the years to come: human creativity.

    — The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth by Eric Ries

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