When you’re attacking a large competitor, you can’t go at them head-on if you’re just starting out. The best way to win is to innovate your business model.
We’ve reached a point where startups can base their business model on the rapid testing of multiple prototypes. Scott Adams of Dilbert fame argues that this basically makes starting up a big psychology experiment. If we are in established firms, we need to build some skills to compete in this environment.
Great new ideas usually need great new business models to work. The Technology Readiness Level and the Investment Readiness Level are two tools that you can use to help you get your great new idea ready for the world.
Can large firms pivot? There are examples of firms that have, but not a lot of them. It’s a challenging process in the best of times, but they often try to do it in a crisis, which is even tougher. Your best strategy is to start experimenting now.
When people say that their organisations are risk-averse, often they actually mean that they are variance-averse. This causes problems over the long-term, but experimenting and innovation can help you avoid these problems.
If we’re evaluating markets, is it better to start with research or with talking to people? In part, it depends on whether we’re entering a completely new market or not.
There are three ways to develop a disruptive innovation: find a 10X performance improvement, innovate the business model, or re-imagination. Here is a case study of how to use design thinking to achieve a radically re-imagined product.
I often have people ask me what they should do with a great idea they have for a business. Here is a list of questions to work through, and resources to help you.
I’ve seen a lot of startup pitches recently, and it seems like founders are obsessed with features. I don’t care about your features. Tell me how you’re going to create value instead. Here is how to think about that.
About 20% of firms based their pricing on real data from their customers. This is mind-boggling – and it present a huge opportunity. Business model innovation is challenging, but that’s why it provides such a great opportunity.
Using digital tools correctly isn’t a technical problem – it’s a strategy problem. Digital needs to be part of a well thought-out customer-based strategy. A report from John and colleagues gives some ideas on how to approach this problem.
I’m in Palo Alto right now, and electric cars are all over the road. This is a pretty good sign that they are traveling up the innovation diffusion s-curve, and are coming soon to a road near you.