p03 The power of social media
\n...As social media and user-generated reviews proliferate, the power of negative feedback will only increase--making it even more imperative that products be ready before they hit the market.
", "tags": [ { "tag": "communication" }, { "tag": "failure" }, { "tag": "marketing" }, { "tag": "product development" }, { "tag": "social media" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "RTAAAZ2H", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/RTAAAZ2H", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/RTAAAZ2H", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/IEQFBAIM", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "RTAAAZ2H", "version": 2, "parentItem": "IEQFBAIM", "itemType": "note", "note": "p01-4 Five flaws of product launches
\nFlaw 1: The company can't support fast growth. The lesson: Have a plan to ramp up quickly if the product takes off...
\nFlaw 2: The product falls short of claims and gets bashed. The lesson: Delay your launch until the product is really ready...
\nFlaw 3: The new item exists in \"product limbo.\" The lesson: Test the product to make sure its differences will sway buyers...
\nFlaw 4: The product defines a new category and requires substantial consumer education--but doesn't get it. The lesson: If consumers can't quickly grasp how to use your product, it's toast...
\nFlaw 5: The product is revolutionary, but there's no market for it. The lesson: Don't gloss over the basic questions \"Who will buy this and at what price?\"...
", "tags": [ { "tag": "communication" }, { "tag": "failure" }, { "tag": "market research" }, { "tag": "marketing" }, { "tag": "mistake" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "WZB6SJ9Q", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/WZB6SJ9Q", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/WZB6SJ9Q", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/IEQFBAIM", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "WZB6SJ9Q", "version": 2, "parentItem": "IEQFBAIM", "itemType": "note", "note": "p01 Why new products fail
\nNumerous factors can cause new products to fail...The biggest problem we've encountered is lack of preparation: Companies are so focuses on designing and manufacturing new products that they postpone the hard work of getting ready to market them until too late in the game...
", "tags": [ { "tag": "failure" }, { "tag": "market research" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "DMRHIGWP", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/DMRHIGWP", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/DMRHIGWP", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/IEQFBAIM", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "DMRHIGWP", "version": 2, "parentItem": "IEQFBAIM", "itemType": "note", "note": "p01 We haven't done the research yet...
\nAs partners in a firm that specializes in product launches, we regularly get calls from entrepreneurs and brand managers seeking help with their \"revolutionary\" products. After listening politely, we ask about the research supporting their claims. The classic response? \"We haven't done the research yet, but we know anecdotally that it works and is totally safe.\"..
", "tags": [ { "tag": "failure" }, { "tag": "market research" }, { "tag": "mistake" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "3B45P4Z4", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/3B45P4Z4", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/3B45P4Z4", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/KS55CUC2", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "3B45P4Z4", "version": 2, "parentItem": "KS55CUC2", "itemType": "note", "note": "p12 Personal criteria for being an exit champion
\n...exit champions need to be fearless, willing to put their reputations on the line and face the likelihood of exclusion from the camaraderie of the project team. They need to be determined...Perhaps most important, exit champions need to have some incentive for putting themselves out to half a bad project. For many, this will simply be an acute distaste for wasted effort...
", "tags": [ { "tag": "failure" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "CV9ZEJPT", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/CV9ZEJPT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/CV9ZEJPT", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/KS55CUC2", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "CV9ZEJPT", "version": 2, "parentItem": "KS55CUC2", "itemType": "note", "note": "p11 Role of an exit champion
\nSometimes it takes an individual, rather than growing evidence, to shake the collective belief of a project team. If the problem with unbridled enthusiasm starts as an unintended consequence of the legitimate work of a project champion, then what may be needed is a countervailing force--an exit champion. These people are more than devil's advocates. Instead of simply raising questions about a project, they seek objective evidence showing that problems in fact exist. This allows them to challenge--or, given the ambiguity of existing data, conceivably even to confirm--the viability of a project. They then take action based on the data...
", "tags": [ { "tag": "failure" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "AXBBKSUV", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/AXBBKSUV", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/AXBBKSUV", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/KS55CUC2", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "AXBBKSUV", "version": 2, "parentItem": "KS55CUC2", "itemType": "note", "note": "p06 Why aren't doomed projects killed?
\nWhy can't companies kill projects that are clearly doomed? Is it just poor management? Bureaucratic inertia? My research has uncovered something quite different. Hardly the product of managerial incompetence or entrenched bureaucracy, the failures I've examined resulted, ironically, from a fervent and widespread belief among managers in the inevitability of their projects' ultimate success. This sentiment typically originates, naturally enough, with the project's champion; it then spreads throughout the organization, often to the highest levels, reinforcing itself each step of the way. The result is what I call collective belief, and it can lead an otherwise rational organization into some very irrational behavior.
", "tags": [ { "tag": "collective belief" }, { "tag": "failure" }, { "tag": "mistake" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "3P8NA7TV", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/3P8NA7TV", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/3P8NA7TV", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/ITWE8RNR", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "3P8NA7TV", "version": 2, "parentItem": "ITWE8RNR", "itemType": "note", "note": "p08 Don't judge ventures by possibly incorrect assumptions
\nGiven the uncertainties involved in starting new ventures, it is remarkable how many companies persist in evaluating their progress according to the achievement of detailed goals that were established at the outset and were based on yet-to-be-proven assumptions. There are three problems with assessing a venture's progress in this manner. First, it's common for the assumptions underlying a goal to be wrong or circumstances to change. Second, as a firm makes investments on the basis of a plan, it all too often begins treating the plan as immutable, forgetting that it was based on unproven assumptions. This makes it easy to overlook evidence that contradicts those assumptions. Third, because success is defined as meeting the plan's goals, deviating from the plan is interpreted negatively, which discourages people from challenging its validity. The bottom like: \"Making plan\" as a measure of a venture's success inhibit's learning.
", "tags": [ { "tag": "assumptions" }, { "tag": "failure" }, { "tag": "mistake" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "9QJZGDTC", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/9QJZGDTC", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/9QJZGDTC", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/ITWE8RNR", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "9QJZGDTC", "version": 2, "parentItem": "ITWE8RNR", "itemType": "note", "note": "p06 To capture value, don't isolate new ventures
\nWhen locating their ventures, companies often make one of two common mistakes: They either isolate the projects from established businesses totally or they integrate them too tightly. In contrast, value captors strive to strike a balance between giving venture enough autonomy to thrive and maintaining links with the rest of the corporation sufficient to facilitate a constructive two-way flow of ideas and to allow the whole venture or some of its elements to be folded into established businesses if need be. They accomplish this by involving other parts of the organization in the review process and, in some cases, in the launch of the new venture as a commercial business.
", "tags": [ { "tag": "failure" }, { "tag": "mistake" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "QZCIQ8Q9", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/QZCIQ8Q9", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/QZCIQ8Q9", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/ITWE8RNR", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "QZCIQ8Q9", "version": 2, "parentItem": "ITWE8RNR", "itemType": "note", "note": "p03 Fundamental flaw of go/no-go decisions
\nA fundamental flaw in go/no-go decision making is the assumption that many critical elements of the future business can be defined in advance. this presumes that the venture team can specify at the outset who the intended users are, what benefits they will receive, how the business will be competitively positioned, and what should be included in a detailed list of \"must have\" and \"would like to have\" features. This kind of thinking overlooks the critical role of learning. As a venture progresses, its team often discovers that the offering appeals to a different set of users of that the desirable or deliverable benefits have changed, making it necessary to revise the competitive positioning of the business.
", "tags": [ { "tag": "failure" }, { "tag": "mistake" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "C3T66HCN", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/C3T66HCN", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/C3T66HCN", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/ITWE8RNR", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "C3T66HCN", "version": 2, "parentItem": "ITWE8RNR", "itemType": "note", "note": "p02 Causes of high failure rate of new ventures
\nThe high failure rate is usually chalked up to the fundamental uncertainty of the process. Our research suggests, however, that the disappointing amount of value generated by new business development is rooted in flawed ways of evaluating and managing ventures...These are based on a specious assumption: that the only worthwhile outcome of investment in a venture is a new business. Far too little effort is made to extract value from the so-called failures (ventures that don't meet market, margin, or growth goals), the misfits (ventures that ultimately don't mesh with the overall corporate strategy), and the unexpected by-products of failures (new technologies, capabilities, or knowledge). By redesigning the process so that choices other than \"go\" (continue toward launch of a new business) and \"no-go\" (kill the venture) are fully considered along the way, companies can improve their returns on investment in innovation.
", "tags": [ { "tag": "failure" }, { "tag": "mistake" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "AIW7KB9Q", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/AIW7KB9Q", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/AIW7KB9Q", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/ITWE8RNR", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "AIW7KB9Q", "version": 2, "parentItem": "ITWE8RNR", "itemType": "note", "note": "p02 Alternatives to go/no-go judgments
\nAlternatives to go and no-go include recycling the venture by aiming at a new target market, spinning it off to other owners or a joint venture, spinning it in to an established business unit, and salvaging useful elements such as technologies, capabilities, knowledge, equipment, reputation, network connections, and patents.
", "tags": [ { "tag": "failure" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "WTWJ262P", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/WTWJ262P", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/WTWJ262P", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "WTWJ262P", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p258 Technological progress can outstrip market need
\nFirst, the pace of progress that markets demand or can absorb may be different from the progress offered by technology. This means that products that do not appear to be useful to our customers today (that is, disruptive technologies) may squarely address their needs tomorrow. Recognizing this possibility, we cannot expect our customers to lead us toward innovations that they do not now need. Therefore, while keeping close to our customers is an important management paradigm for handling sustaining innovations, it may provide misleading data for handling disruptive ones...
", "tags": [ { "tag": "disruptive technology" }, { "tag": "failure" }, { "tag": "market demand" }, { "tag": "marketing" }, { "tag": "mistake" }, { "tag": "needs" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "M9CP3KC3", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/M9CP3KC3", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/M9CP3KC3", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "M9CP3KC3", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p219 Characteristics of disruptive technologies
\n...a key characteristic of a disruptive technology is that it heralds a change in the basis of competition.
\nTwo additional important characteristics of disruptive technologies consistently affect product life cycles and competitive dynamics: First, the attributes that make disruptive products worthless in mainstream markets typically become their strongest selling points in emerging markets; and second, disruptive products tend to be simpler, cheaper, and more reliable and convenient than established products. Managers much understand these characteristics to effectively chart their own strategies for designing, building, and selling disruptive products...
", "tags": [ { "tag": "disruptive technology" }, { "tag": "innovation" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "FUKA4ZUM", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/FUKA4ZUM", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/FUKA4ZUM", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "FUKA4ZUM", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p215 People pay for the attributes they care about until they reach a certain level of performance
\nGenerally, once the performance level demanded of a particular attribute has been achieved, customers indicate their satiation by being less willing to pay a premium price for continued improvement in that attribute. Hence, performance oversupply triggers a shift in the basis of competition, and the criteria used by customers to choose one product over another changes to attributes for which market demands are not yet satisfied.
", "tags": [ { "tag": "buying decision" }, { "tag": "customer experience" }, { "tag": "innovation" }, { "tag": "market demand" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "668XB2ZT", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/668XB2ZT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/668XB2ZT", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "668XB2ZT", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p195 Change is extraordinarily difficult for established companies
\nHence, the location of the most powerful factors that define the capabilities and disabilities of organizations migrates over time--from resources toward visible, conscious processes and values, and then toward culture. As long as the organization continues to face the same sorts of problems that its processes and values were designed to address, managing the organization is relatively straightforward. But because these factors also define what an organization cannot do, they constitute disabilities when the problems facing the company change. When the organization's capabilities reside primarily in its people, changing to address new problems is relatively simple. But when the capabilities have come to reside in processes and values and especially when they have become embedded in culture, change can become extraordinarily difficult.
", "tags": [ { "tag": "capability" }, { "tag": "change" }, { "tag": "culture" }, { "tag": "failure" }, { "tag": "management" }, { "tag": "mistake" }, { "tag": "process" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "7WR3APK7", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/7WR3APK7", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/7WR3APK7", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "7WR3APK7", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p192 Small companies are more capable of pursuing emerging markets
\nLarge companies often surrender emerging growth markets because smaller, disruptive companies are actually more capable of pursuing them. Though start-ups lack resources, it doesn't matter. Their values can embrace small markets, and their cost structures can accommodate lower margins. Their market research and resource allocation processes allow managers to proceed intuitively rather than having to be backed up by careful research and analysis, presented in PowerPoint. All of these advantages add up to enormous opportunity or looming disaster--depending upon your perspective.
", "tags": [ { "tag": "capability" }, { "tag": "emerging market" }, { "tag": "innovation" }, { "tag": "marketing" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "U2GHUEDN", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/U2GHUEDN", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/U2GHUEDN", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "U2GHUEDN", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p189 Values define what a company can and cannot do
\nClear, consistent, and broadly understood values, however, also define what an organization cannot do. A company's values, by necessity, must reflect its cost structure or its business model, because these define the rules its employees must follow in order for the company to make money. If, for example, the structure of a company's overhead costs requires it to achieve gross profit margins of 40 percent, a powerful value or decision rule will have evolved that encourages middle managers to kill ideas that promise gross margins below 40 percent. This means that such an organization would be incapable of successfully commercializing projects targeting low-margin markets. At the same time, another organization's values, driven by a very different cost structure, might enable or facilitate the success of the very same project.
", "tags": [ { "tag": "business model" }, { "tag": "commercialization" }, { "tag": "cost structure" }, { "tag": "innovation" }, { "tag": "overhead" }, { "tag": "product development" }, { "tag": "profit margin" }, { "tag": "profitability" }, { "tag": "value network" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "7U4DKT3T", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/7U4DKT3T", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/7U4DKT3T", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "7U4DKT3T", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p188 Examine the background processes
\nSome of the most crucial processes to examine as capabilities or disabilities aren't the obvious value-adding processes involved in logistics, development, manufacturing, and customer service. Rather, they are the enabling or background processes that support investment decision making...the processes that render good companies incapable of responding to change are often those that define how market research is habitually done; how such analysis is translated into financial projections; how plans and budgets are negotiated and how those numbers are delivered; and so on. These typically inflexible processes are where many organizations most serious disabilities in coping with change reside.
", "tags": [ { "tag": "capability" }, { "tag": "innovation" }, { "tag": "market analysis" }, { "tag": "market research" }, { "tag": "mistake" }, { "tag": "process" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "DX5BZVFP", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/DX5BZVFP", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/DX5BZVFP", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "DX5BZVFP", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p186 The three parts of an organization's capabilities
\nThree classes of factors affect what an organization can and cannot do: its resources, its processes, and its values. When asking what sorts of innovations their organizations are and are not likely to be able to implement successfully, managers can learn a lot about capabilities by disaggregating their answers into these three categories.
", "tags": [ { "tag": "capability" }, { "tag": "innovation" }, { "tag": "process" }, { "tag": "product development" }, { "tag": "resources" }, { "tag": "value network" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "9BGEQKRT", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/9BGEQKRT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/9BGEQKRT", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "9BGEQKRT", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p185-6 An organization's capabilities matter as much as those of the people inside it
\nUnfortunately, some managers don't think as rigorously about whether their organizations have the capability to successfully execute jobs that may be given to them. Frequently, they assume that if the people working on a project individually have the requisite capabilities to get the job done well, then the organization in which they work will also have the same capability to succeed. This often is not the case. One could take two sets of identically capable people and put them to work in two different organizations, and what they accomplish would likely be significantly different. This is because organizations themselves, independent of the people and other resources in them, have capabilities. To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well.
", "tags": [ { "tag": "capability" }, { "tag": "innovation" }, { "tag": "mistake" }, { "tag": "process" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "GV992BAZ", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/GV992BAZ", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/GV992BAZ", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "GV992BAZ", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p182 Agnostic marketing
\nI have come to call this approach to discovering the emerging markets for disruptive technologies agnostic marketing, by which I mean marketing under an explicit assumption that no one--not us, not our customers--can know whether, how, or in what quantities a disruptive product can or will be used before they have experience using it. Some managers, faced with such uncertainty, prefer to wait until others have defined the market. Given the powerful first-mover advantages at stake, however, managers confronting disruptive technologies need to get out of their laboratories and focus groups and directly create knowledge about new customers and new applications through discovery-driven expeditions into the marketplace.
", "tags": [ { "tag": "disruptive technology" }, { "tag": "first-mover advantage" }, { "tag": "innovation" }, { "tag": "marketing" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "QIDT63FH", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/QIDT63FH", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/QIDT63FH", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "QIDT63FH", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p181-2 Traditional management approaches can get in the way
\nPhilosophies such as management by objective and management by exception often impede the discovery of new markets because of where they focus management attention. Typically, when performance falls short of plan, these systems encourage management to close the gap between what was planned and what happened. That is, they focus on unanticipated failures. But...markets for disruptive technologies often emerge from unanticipated successes, on which many planning systems do not focus the attention of senior management. Such discoveries often come by watching how people use products, rather than by listening to what they say.
", "tags": [ { "tag": "customer research" }, { "tag": "innovation" }, { "tag": "management" }, { "tag": "market" }, { "tag": "market analysis" }, { "tag": "market research" }, { "tag": "mistake" }, { "tag": "product development" }, { "tag": "user analysis" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "DFQ2CJU6", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/DFQ2CJU6", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/DFQ2CJU6", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "DFQ2CJU6", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p180-81 Plans for disruptive technologies must be focused on learning rather than execution
\nBut in disruptive situations, action must be taken before careful plans are made. Because much less can be known about what markets need or how large they can become, plans must serve a very different purpose: They must be plans for learning rather than plans for implementation. By approaching a disruptive business with the mindset that they can't know where the market is, managers would identify what critical information about new markets is most necessary and in what sequence that information is needed. Project and business plans would mirror those priorities, so that key pieces of information would be created, or important uncertainties resolved, before expensive commitments of capital, time, and money were required.
\nDiscovery-driven planning, which requires managers to identify the assumptions upon which their business plans or aspirations are based, works well in addressing disruptive technologies...
", "tags": [ { "tag": "disruptive technology" }, { "tag": "innovation" }, { "tag": "market" }, { "tag": "market analysis" }, { "tag": "market research" }, { "tag": "mistake" }, { "tag": "product development" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } }, { "key": "DEERFTG5", "version": 2, "library": { "type": "group", "id": 175437, "name": "OSBridge_2013_Failure", "links": { "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/175437/items/DEERFTG5", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/osbridge_2013_failure/items/DEERFTG5", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/175437/items/3JVUBGU9", "type": "application/json" } }, "meta": { "createdByUser": { "id": 1062294, "username": "vmbrasseur", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/vmbrasseur", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "DEERFTG5", "version": 2, "parentItem": "3JVUBGU9", "itemType": "note", "note": "p179-80 Managers will not risk backing a failure
\nIn most companies, however, individual managers don't have the luxury of surviving a string of trials and errors in pursuit of the strategy that works. Rightly or wrongly, individual managers at most organizations believe that they cannot fail: If they champion a project that fails because the initial marketing plan was wrong, it will constitute a blotch on their track record, blocking their rise through the organization. Because failure is intrinsic to the process of finding new markets for disruptive technologies, the inability or unwillingness of individual managers to put their careers at risk acts as a powerful deterrent to the movement of established firms into the value networks created by those technologies. As Joseph Bower observed in his classic study of the resource allocation process at a major chemical company, \"Pressure from the market reduces both the probability and the cost of being wrong.\"
", "tags": [ { "tag": "failure" }, { "tag": "innovation" }, { "tag": "management" }, { "tag": "product development" }, { "tag": "professional risk" }, { "tag": "risk" } ], "relations": {}, "dateAdded": "2013-06-16T01:18:40Z", "dateModified": "2013-06-16T01:18:40Z" } } ]