How to Calibrate

Strategy is as much about what you don’t do as it is about what you do. A strategy is a set of decisions. If you look at other words that have the same root as decide homicide, suicide, (more…)

admin / January 28, 2016 / 40. Outthink the competition / 0 Comments

Establish Multiple Points of Differentiation – 2

The eight Ps framework says that if you want to create a truly disruptive company, you want to unleash winning moves (strategic choices the competition will not or cannot react intelligently to) across eight dimensions: position, product, price, place, promotion, processes, physical experience, and people. (more…)

admin / January 28, 2016 / 40. Outthink the competition / 0 Comments

Establish Multiple Points of Differentiation

Every year I travel down to Cali, Colombia, to teach a version of my strategy course called service innovation. I spend a week with a group of young managers from places like Colgate Palmolive and Cadbury Schweppes, (more…)

admin / January 28, 2016 / 40. Outthink the competition / 0 Comments

Rebuilding the Organization from Within

As I write this, I am sitting in a hotel lobby in Shanghai, preparing to give a talk to a few hundred General Electric (GE) leaders who represent perhaps 20 different businesses from around the world. While I hope that my talk might spark some ideas that in a few years’ time will turn into new growth, GE’s challenge, and that of any multinational company of significant size, is bigger. (more…)

admin / January 28, 2016 / 40. Outthink the competition / 0 Comments

Sell – 3

The results were phenomenal. On the day of the announcement, the stock immediately began to rise. Within a week, it reached its 52- week high, and it went on to continue breaking records. (more…)

admin / January 28, 2016 / 40. Outthink the competition / 0 Comments

Sell – 2

One of my clients, one of the youngest country managers of a leading pharmaceutical company, spends time regularly reviewing his stakeholder map, looking at both internal and external stakeholders. It helps him assess whom he needs to touch base with that week. (more…)

admin / January 28, 2016 / 40. Outthink the competition / 0 Comments

Sell – 1

You have devised a brilliant strategic idea. You’ve asked the right questions, diagnosed the critical issues, conceived a set of un¬orthodox solutions to address the key issues, narrowed down your ideas into an actionable set of priorities, and now feel confident in your idea. Everything is in line and ready to go. (more…)

admin / January 28, 2016 / 40. Outthink the competition / 0 Comments

Analyze – 6

With this exercise of classifying each idea into these four quadrants, you and your team are forced to consider every idea. You remove completely the common tendency to kill off ideas by refusing to consider them. (more…)

admin / December 21, 2015 / 40. Outthink the competition / 0 Comments

Analyze – 5

Through this process, you will sort all of your ideas into four types of ideas:
Winning moves: high impact ideas that are easy to execute. You should probably begin acting on these ideas immediately. (more…)

admin / December 21, 2015 / 40. Outthink the competition / 0 Comments

Analyze – 4

Consider: Even after your competition conceives of the idea, they may not consider it worth doing. I imagine that there was a time when someone at HP got word that a small company called Dell was selling PCs direcdy to consumers. (more…)

admin / December 21, 2015 / 40. Outthink the competition / 0 Comments

1 2 3 13