Don't think you have to be the disrupter to win. A fast-following disruptee will do very well if you can bring your existing customers and ecosystem along with you. Geoffrey Moore More Quotes by Geoffrey Moore More Quotes From Geoffrey Moore Without big data, you are blind and deaf and in the middle of a freeway. Geoffrey Moore data-collection deaf blind Without big data analytics, companies are blind and deaf, wandering out onto the Web like deer on a freeway. Geoffrey Moore thought-provoking data marketing If you ask why start-ups outperform established enterprises when it comes to catching the next wave, the answer is that they are not conflicted. Everyone is rowing in the same direction. That is never the case in a company that has a portfolio of businesses at different stages in their maturity. So the key to winning there has to be to "zone out" the conflicts - sort of like sending quarrelling children each to their own room. Geoffrey Moore maturity winning children We have embarked upon the world's largest and longest cocktail party, and every issue imaginable is up for grabs. Geoffrey Moore issues marketing party The first mistake is believing that transformational initiatives can be accomplished through normal channels and means. This cannot be done because there are too many conflicting interests that are competing to impede. The second is mistaking incubation for transformation and concluding that failure to achieve escape velocity is due to lack of innovation. It never is. It is always do to lack of leadership focus and, especially, fortitude. Geoffrey Moore mistake mean believe Sustaining innovations are the key to consistent performance, whereas disruptive innovations are the key to dramatic changes in power. Geoffrey Moore dramatic innovation keys To fix the business, to bring it back to health, you must assimilate enough of the disruptive innovation to modernize the operating model without jettisoning your business model. This typically requires new leaders and definitely requires new (if temporary) rules. The CEO is the only person who can dictate the correct terms in a timely manner and maintain the enterprise's commitment to those terms for the duration of the rehabilitation effort. Geoffrey Moore effort leader commitment Sustaining innovation is the lifeblood of any enterprise. It is the time when we capitalize upon, and recover from, all the disruptive change prior. Most of the operating profits in the world come from sustaining innovation. Much of the market capitalization gains, on the other hand, come from disruptive innovations. Geoffrey Moore innovation hands world The increasing presence of cloud computing and mobile smart phones is driving the digitization of everything across both consumer and enterprise domains. It is hard to imagine any area of human activity which is not being reengineered under this influence, either at present or in the very near future. Geoffrey Moore smart phones clouds The biggest problem is typically overly ambitious expectations combined with undercapitalization. Geoffrey Moore ambitious problem expectations The only way an established enterprise can dramatically increase its stock price is by adding a net new high-growth earnings engine to its existing portfolio. Geoffrey Moore growth earning way As a buying group, visionaries are easy to sell but very hard to please. This is because they are buying a dream - which, to some degree, will alwasy be a dream. Geoffrey Moore degrees groups dream To enter the maintsteam market is an act of aggression. The companies who have already established relationships with your target customer will resent your intrusion and do everything they can to shut you out. Geoffrey Moore aggression intrusion target The most common misunderstanding of disruptive innovations is to overestimate their impact in the short term and underestimate it in the long term. Another common misunderstanding is to associate disruptive with good. Geoffrey Moore impact innovation long Systems are corporate funded mechanisms for increasing efficiency; programs are user funded mechanisms for increasing effectiveness. Programs should generally be charged back to users, systems should never be. Allocating corporate overhead to the operating units is simply a mistake. Geoffrey Moore efficiency effectiveness mistake When you are incubating new ideas, "Don't put all your eggs in one basket" is very good advice. But when you are seeking to transform your enterprise's portfolio by scaling a fledgling business to material size - say ten percent of total enterprise revenue - then it is imperative that you make that the singular focus of everyone in the enterprise for the two to three year period it is likely to require to reach its tipping point. Expecting to do two such scaling efforts in parallel is simply folly, yet that is what the "eggs/basket" idea is often used to justify. Geoffrey Moore eggs two ideas The danger is to cling to comfort and custom at a time when events demand breaking away from both. But it is also foolish to jump at every startling moment. Darwin selects primarily for prudent fast-following. Geoffrey Moore demand events comfort Try to learn as fast as you can from the wizards and then steal what you can appropriate from them and use it to modernize your existing business model (without disrupting it). Geoffrey Moore wizards use trying A technology becomes truly disruptive when it drives the marginal cost of something that used to be scarce and expensive to approach zero. Thus, it used to be to deploy software at scale, you had to fund a data center, buy a set of servers, storage, and networking gear, build an in-house IT management capability, and buy an expensive stack of enabling software before you could even get started. Now you can get all that from Amazon or Microsoft on a pay-as-you-grow model. Geoffrey Moore data technology zero The single greatest business opportunity that is now emerging in the global marketplace is the ability to analyze digital log data to trace digital actions and from those traces to develop algorithms that can predict future outcomes with greater accuracy. Geoffrey Moore algorithms data opportunity
