stanford epgc review
TRANSCRIPT
Because it is Because it is Because it is Because it is also home to…also home to…also home to…also home to…
Learning was Learning was Learning was Learning was based on based on based on based on asking…asking…asking…asking…
For For For For everybodyseverybodyseverybodyseverybodysuniqueuniqueuniqueuniquebusinesses.businesses.businesses.businesses.
The Strategy
� to win and keep winning
� control destiny
� doesn’t have to be perfect, just
flexible
� customers place constraints on
execution
� complements the vision
� a future we try to make happen
� clear, simple, compelling
Strategy Framework
� corporate strategy “ what we say”
� competitive advantage “what it takes
to win”
� distinctive competencies “what have we
got”
� strategic actions “what we do”
� internal environment “our culture”
Define the minimum winning
game
Brand Value
� not price, but value - EVC
� brand POD & POP
� POD: healthy POP: taste
� POD: “the customer” POP: market service
provider
� customer intimacy to manage the brand
� the brand is “a promise”
Organisation
� differences
� mr market
� trapped by assumptions
� managing culture
� own behaviour
� involvement
� clear messages
� reward systems
Innovation
� innovation
� exploitive (current) vs exploratory (new)
business
� the ambidextrous organisation
� seperate new from existing business
� maintain exec level oversight & share
resources
� has a common cause
Sticky
� urban legends are sticky
� the principles
� Simple
� Unexpected
� Concrete
� Credible
� Emotional
� Stories
� avoid “the curse of knowledge”
Sticky
“our mission is to become the
international leader in the space
industry through maximum team-centred
innovation and strategically targeted
aerospace initiatives”
“put a man on the moon and return him
safely to Earth by the end of the
decade”
Growth:
� trading marketplace
� “the perfect store”
� evolution
� c2c, c2c & b2c, portfolios
� growth though
� network effects (PODs)
� feedback loops - reputation index
� community
� listening to customers
� acquisitions
� PayPal, Skyke, StubHub, local auction sites
Technology
� lock in forward innovation
� move up the value chain – “value-add”
� set de-facto industry standard
� Windows, iPhone
� leverage economies of scale
� over invest in new era technology,
� Not current
� technology does not always move fast
� the future
� telepresence, RFID, robotics, nano
technology