Transformation Motives & Expectations

Transformations originate from the generative power of new mental-models which give rise to novel notions for value creation, vectors of change, and system structures. Mental-models are synthesized from a fresh/enlightened perspective of a well-considered problem-space. Once revealed, they re-wire our brains and inspire us to make the external world rhyme with our newfound perspective (in this case: product, value-proposition, business-model…). Although the magnitude for possibilities in our solution-space are constrained by the usual suspects, digital is expanding the feasibility frontier at an increasing rate while also enriching the definition of value/utility. …


By now, we’ve all heard about the lucrative competitive potential that improvements in customer centricity can deliver. In fact, it’s widely touted as an essential capability just to maintain business relevance. Certainly, in this era of “customer-driven capitalism”, customers are in charge and in many cases have a breadth of choice that exceeds their capacity/willingness to browse. Averaging results from recent research, companies having high multi-year customer experience (CX) scores tend to have a growth speed and shareholder returns advantage in excess of 2X. As a result, advancing CX capabilities is highly likely to be a compelling investment. …


AI, in its various and rapidly evolving forms, continues to demonstrate that it has an impressively large “T” shaped potential for transformative impact. It’s the bridge that enabled us to travel past the confines of a software paradigm limited by rules-based constructs. It’s making knowledge disciplines, once unassailable by automation, the new factory floor. Accordingly, the promise of the technology would have us all inflating the hype curve by scouring the business landscape for ways to simply insert/plant prediction machines like magic beans. Our business training and experience has groomed us to operate from a prediction-oriented mindset. It’s part of…


The Challenge

In most competitive realms, forces are escalating to accelerate requirements for change. The continued exponential growth of a large technology base combined with diminishing barriers to entry and a global economy creates a lot of white-space/green-field for launching novel angles of value creation. Which, in turn, quickens the demand for new performance requirements, the elasticity of loyalty, and deepens the mystery of what constitutes the next competitive threat. The net effect is that the useful life of products and business models are shrinking, and traditional practices are losing maneuvering room. As a result, there is a growing interest in alternatives…


The collective proprietary knowledge and know-how that an organization can leverage for repeated strategic impact has ascended to become the key source of sustainable competitive distinction. It’s a living/fast-evolving intangible asset that is duplication defiant, strategically liberating, and invites speculative enthusiasm. Like any valuable asset it requires good stewardship at a minimum, optimization to maximize, and positioning for potency. However, humans are the producers of knowledge and unlike PP&E, aren’t as amenable to formulaic driven deterministic outcomes. As a result, the approaches used tend to rely heavily on the art of cobbling together cultural elements and policies through a variety…


The Adaptive Customer Centric Innovation Imperative

The Challenge

In most competitive realms, forces are escalating to accelerate requirements for change. The continued exponential growth of a large technology base combined with diminishing barriers to entry and a global economy creates a lot of white-space/green-field for launching novel angles of value creation. Which, in turn, quickens the demand for new performance requirements, the elasticity of loyalty, and deepens the mystery of what constitutes the next competitive threat. The net effect is that the useful life of products and business models are shrinking, and traditional practices are losing maneuvering room. As a result, there is a growing interest in alternatives…


The feasibility of outfitting more things that we interact with in our daily lives with technology enabled awareness and communications creates a new and interesting dimension for product differentiation. As the gap widens between the capabilities and cost of connected devices, the diversity and intensity of applications for Internet of Things (IoT) sharply increase. Even relative to the formidable disruptive capabilities that today’s technology enables, it’s difficult to fathom the scale with which IoT is likely to challenge our mental models of products and business models. Given its malleability in application and likely economics for inciting pervasiveness, IoT seems positioned…


Improvement Management Framework

Organizations have a finite amount of resources available to use for improving their value. A competitive advantage can be achieved by establishing an apparatus that improves the likelihood that those finite resources are consistently used to maximum advantage. In this case, maximum advantage simply means doing the following consistently well:

1. Reveal the most lucrative opportunities for profitable growth (opportunity risk).

2. Right-size the opportunities with the organizations capacity to fund, execute and absorb change (realization risk).

3. Achieve the desired results quickly with minimum risk and wasted resources (value risk).

The following is a best practices…


Overview of Competitive Capabilities

Competitive capabilities enable the most essential imperatives inherent in an organization’s business strategy (how the Enterprise can/will uniquely compete to generate customer value). Assuming the business strategy was born out of a novel interpretation of validated customer insight, a solid grasp of the competing environment’s dynamics and a ruthlessly impartial (non-quixotic) self-assessment, capabilities are a powerful tool for constructing a successful business model. They are derived through any number of methods that fundamentally contrast the strategy’s guiding policy with the organizations current capabilities in the context of an informed and sober assessment of the competitive environment…

Thomas Birmingham

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