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Owning Your Competitive Advantage Will Allow You:

 

Define Your Core Competencies

Three Main Characteristics

  1. They should make a disproportional contribution to stakeholder value

  2. They should open doors to other opportunities

  3. They should represent such a unique blend of tacit and explicit knowledge that it cannot be copied by others  >>>

Corporate Capabilities

8 Best Practices of Successful Companies

Competitive Strategies: 2 Types

 

The Importance of Owning Your Competitive Advantage

"Many companies, acting solely in the interest of short-term expense reduction, have tossed the baby out with the bathwater and ended up outsourcing the only thing(s) that allowed them to get to market fast or first." ~ J. Jennings and L. Haughton

You will never lead in innovation Download PowerPoint presentation, pdf e-book or be faster to market than your competition if you depend on other for your core technology.

3 Strategies of Market Leaders  Download PowerPoint presentation, pdf e-book

While, according to the new standard operating procedures (SOP) and 80/20 Principle it is advisable to get rid of and outsource everything that isn't vital to your core business, make sure that, while doing so, you don't "toss the baby out with the bathwater". Every business can and should own one or several competitive advantages the difficulty is figuring out what they are.

 

 

Sustainable Competitive Advantage  Download PowerPoint presentation, pdf e-book is an advantage that allows uninterrupted maintenance and improvement of your enterprise's competitive position in the market. It is an advantage that enables your business to survive against its competition over a long period of time.  >>>

Owning your competitive advantage will allow you to build it continuously, be more flexible strategically, and eliminate speed breakers.  >>>

Differentiation Strategies

Case Studies Strategy Innovation vs. Strategy Outsourcing

Researchers have studied several examples of established organizations investing in experimental businesses. Several fell into the same pitfall mistakenly assuming the initial strategy, developed at great expense by outside experts, was correct... More

Acquisitions as an Important  Source of Competitive Advantage

The role of venture acquisitions had evolved as a strategy tool for fast-track technology-led companies. In the current rapidly changing environment and in the era of Systemic Innovation Download PowerPoint presentation, pdf e-book, where technology is embedded in people and processes, it's often not sufficient to acquire just a technology to get access to a new competitive advantage the entire company must be acquired.

Thus well-planned M&A are recognized as critical to fast-track technology company success and even survival... More

Case Studies Charles Schwab's Success Story1  >>>

Initially Charles Schwab, a discounted stock brokerage company, routinely outsourced, like other financial services firms, their back office information technology to other companies. After a while, Chuck Schwab, the founder of the company, realized that if he was going to quickly grow the company Download PowerPoint presentation, pdf e-book and gain a competitive advantage, he had to own the technology. So, he acquired a back-office computer Beta System.

10 Rules for Building a High-growth Business

Given their in-house computing capabilities, owning the technology their competitive advantage provided Schwab the ability to:

  • Push every known boundary and constantly ask the "what if we could do this for our customers" question without regard what can't be done

  • Have the technology and other resources ready by the time people knew they wanted it

  • Be faster than competitors in getting to market.  >>>

As a result, Schwab started unleashing innovations on the market one after another and became the leader in the new market niches... More

7 Routes To High Profits

 

References:

1. It's not the BIG and eats the SMALL... it's the FAST that eats the SLOW, Jason Jennings and Laurence Haughton

2. "Venture Catalyst", Donald L. Lauri