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Satya Na...
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But when push comes to shove,
Lack of innovation is a customer-centricity problem, not an R&D problem.
To innovate, you first need to eliminate impediments to customer-centricity among both leaders and managers.
The reality is
that companies are not customer-centri...
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people will freely perform a desired task only if two conditions are satisfied. First, they must possess the basic skills and resources to perform the task.
Second, even if people can perform the task, they must want to do it.
To tackle this issue of lack of incentives, CEOs, managing directors, board members, and other business heads must accept that only two approaches exist for realigning employees’ priorities to customers’ needs.
In sum, either change the incentives for the same people, or change the people.
Throughout Intuit’s existence, cofounder and current board chairman Scott Cook had sought to imbue the company with a culture that was both uniquely innovative and focused on customers.
As Cook defined it, innovation meant “novelty and significance.” That is, new initiatives had to offer meaningful improvement for the customer—novelty alone wasn’t enough.
To counter these barriers, Intuit institutionalized an approach called Customer Driven Innovation.
‘play Caesar’
We should honor the consumer test result, not the manager’s opinions.”
Many people associate the word “incentive” with monetary rewards, but other kinds of rewards can also prompt people to pursue customer-focused innovation.
incentives remain the best instrument for spurring customer-centric innovation.
Without proper incentives, all you can do is pray for innovation to happen, and hope for the best.
Management should treat a growth stall as a matter of grave concern, or the company might never fully recover.
Afterward, how can we spot the next wave? Where will disruption appear next, and what new opportunities and threats will it portend?
“What is a challenge at the moment,”
we don’t know anymore where the future will go.”
long-term planning approaches
rarely work.
Either the future is too uncertain for management to agree upon, or not enough details of that future are visible to allow for precise strategic planning.
as the Danes say, it is difficult to make predictions, especially about the future.
the theory regards disruption as a customer-driven phenomenon.
Customer needs change, and with that comes new customer behavior, paving the way for companies new and old to offer products better tailored to these evolving needs.
The theory also prompts us to pay attention to the big, pervasive changes that affect customers, not small shifts that o...
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“present-casting.”
“Those who have knowledge, don’t predict. Those who predict, don’t have knowledge.”
94 percent
occurred in just seven categories, what I call the Big Seven.
where to live (housing, home goods, and maintenance), how to move (air and land transportation), what to eat (food, drinks, and their preparation), what to wear (fashion, cosmetics, and personal grooming), how to learn (formal and informal education), how to entertain (media, electronics, and sports), and how to heal ourselves (healthcare, physical and mental treatments).
