Strategy as Tires: Each of you are being measured by how well you enable your peers. Many of you have staff. You must enable them to shine. Failing your staff, is failing. .
7:26 . . .
Strategy as Tires: So who brought the veggies? Nobody says eat less veggies. Yes, it is candy day. Eat less candy. .
7:28 . . .
Strategy as Tires: Discontinuous innovation does not have a industry or trade association. So, nobody is paying for a National Discontinuous Innovation Day. .
7:30 .
Strategy as Tires: If you find yourself in staff enablement training, wake up.
Strategy as Tires: Rick Wartzman cites Charles Kettering, a General Motors Vice President, laying out the case for what is widely regarded as the philosophy behind the United States’ postwar economic boom. “In the future, a major corporation must accept as a moral obligation the task of propagating new industries…”
Well, our company does that. .
1:47 . . . . . . . .
Strategy as Tires: it takes a discontinuous innovation to create a new industry and the economic wealth due to that. Due, like actually earning a premium on an IPO, which none of those whinner IPOing dragons got, particularly given that they didn’t create a new industry, a new category, a new market, nor a new product. .
1:53 . .
Strategy as Tires: All of that from today’s email from Rita McGrath. .
1:58 . . . . .
Strategy as Tires: Rick Wartzman’s citing more of Charles Kettering, “a major corporation … must pay more and more attention not alone to the improvement of old things but to the development of new things.” .
2:00 . . . . . . . .
Strategy as Tires: We teach disruption a meaningful thing and design thinking these days so we do not innovate in the manner Kettering is laying out. It doesn’t help that the VCs learned the wrong lessons from the dot bus and insist on funding only continuous innovation, aa the improvement of the old things: existing markets, existing categories, and existing products. .
2:04 . . . . . . .
Strategy as Tires: During the dot bust, there came a point where it was more money than brains. They were trying to sell consumer goods to technical enthusiasts. And, they believed that content had to be free. This for actual consumers. There were no late main street users, aka consumers at that time. .
2:08 . . . . . .
Strategy as Tires: The real lesson was knowing what phase of the technology adoption lifecycle (TALC) you are in. That lesson has not been learned yet. The VC’s are investing in creating monopolists in the late phases of the TALC, aka the phases where a category goes to die. VCs are funing predatory pricing.
Strategy as Tires: The VP of Software Development to deal with the non-adoption of software engineering methods and practices. He has an inward-facing marcom department. .
9:31 . . .
Strategy as Tires: I remember a CIO who couldn’t tell his developers to follow a process. That CIO’s staff got fired for that. Yeah, avoid those jobs. .
9:34 . . .
Strategy as Tires: That technical enthusiasts (TEs) have adoption problems is surprising. You expect TEs to be current. Well, the research says not so fast. .
9:38 . . . .
Strategy as Tires: Keep in mind that TEs come in two flavors: the carrier layer TEs, and the carried content layer TEs. They focus on different things and have very different careers. They adopt at different rates. The carried content changes are adopted slower.
Strategy as Tires: Every infrastructure has its own tail. Improving an infrastructural component would reshape the application’s tail. .
1:35 . . . .
Strategy as Tires: This morning, an ad claimed there a massive need for matching learning people. It’s a boom. When you step into a boom, pay off the essentials. Only then buy your toys. .
1:40 . .
Strategy as Tires: Know your essentials. To each their own. We change. They change. .
1:44 .
Strategy as Tires: When is enough enough? How many storage units can you afford to rent?
Strategy as Tires: Are your graphs telling you the values of your complex roots. .
12:29 . . .
Strategy as Tires: Do your the moduli of your tell you where your processes are? How many roots does a given process have? .
12:30 . .
Strategy as Tires: Do your people even realize that they work on an in processes? .
12:35 . .
Strategy as Tires: Strategy formulation is a process. But, yeah, you don’t formulate a strategy all that often. Those strategies always look like one offs.
Strategy as Tires: We built this company to be comprised of phase-specific divisions, so we could optimize TALC phase-specific processes and personnel. We do lateral transfers across phases, but those involve much. Your bosses have had those lateral transfers. .
4:59 . . . . . .
Strategy as Tires: Hyperbolic spaces can surprise us. If we are in the late mainstreet phase, we can define a subset that moves us from spherical space to hyperbolic space. The expertise for working in that hyperbolic space is to be had in the early phases of the TALC. .
5:04 . . . . . . .
Strategy as Tires: These hyperbolic spaces have me creating a new division to capture the knowledge and processes involved. The subset will stay in the organization that defined it, but the new division will get the work done. That work will be transferred back to the defining organization once normality is achieved. .
5:07 . .
Strategy as Tires: Embeddable geometries, the new-new of our organizational structure. .
5:10
Strategy as Tires: Interfaces. I know—the real work.
Strategy as Tires: Globalization, internationalization, and localization are layers that happen after the first B2B chasm crossing. Those layers are realized in your product architecture and your organizational structure. .
3:22 . . . . . .
Strategy as Tires: There is an early adopter layer, Then, we add a vertical layer. Every company in a given vertical is unique. They are different from the early adopter’s company. What works in the early adopter’s company will not be proliferated across all companies. .
3:29 . . .
Strategy as Tires: Layers parameterize the variables within a market. Standardizations happen. Standards establish a set of parameters across some scope. .
3:32 . . . . . . . .
Strategy as Tires: The technology adoption lifecycle (TALC) is built on phases with their own scopes. Those scopes contribute their phase’s contribution to the desired addressable market. The scope of a given TALC phase must match the scope of the parameterizations for that phase. The layers address a given scope, The layers change as the addressable market is traversed. .
3:39 . . . . .
Strategy as Tires: Internationally, a given country/trading block crosses the TALC at its own speed, a speed different from that of other countries. Likewise, Every country adopts the underlying technology at its own speeds. .
3:55 . . . . . . .
Strategy as Tires: Adopting a given discontinuous innovation includes adopting a different cognitive model with which the jobs to be done will actually be done. This adoption of a new cognitive model requires specific infrastructures available in only a limited number of places. Places are spatiotemporal entities; so are products. Likewise, the organizations that serve products to places.
Strategy as Tires: So let’s figure out how a projective plane can help us in statistics. Google found one paper on the first page of search results. .
2:46 . . . .
Strategy as Tires: This would be a reading party if we could all get together, so we’ll go it with multiple simultaneous video conferences and Grubhub. Order your party food, and let them bring it to you. .
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8:15 . .
Strategy as Tires: I was ready to spend some money today, but no, the store would have none of that. .
8:17 . . .
Strategy as Tires: An application demanded that I pay for a premium piece of functionality. I lowered my standards instead. That is one of those alternate tails.
Strategy as Tires: So that was a consequent fact? Or, was it a less innocuous assumption? .
5:13 . . . .
Strategy as Tires: That number is the result of a collection of sequences that converge at their own rates. You want to make that decision before they all converge. .
5:15 . .
Strategy as Tires: You want to sleep deeply tonight, but those last few convergences … .
5:24 . .
Strategy as Tires: Facts abound. Finding the relevant fact is tough. Relevant facts don’t announce their presence.
Strategy as Tires: So away from work, what is your purpose? Some people are finding that the pandemic has demonstrated to them that they have no purpose beyond work, beyond survival. .
9:37 . . . . .
Strategy as Tires: A purpose beyond work is essential. We will be beyond work many times during our lives. Unemployment happens. Retirements happen. Pandemics happen, but purpose is essential to a long healthy, and happy life. .
9:40 . . . .
Strategy as Tires: What new software engineering techniques could improve your work? Yes, even if you are not a programmer? How would a given technique improve your processes? .
9:42 . .
Strategy as Tires: What book do you need to read? What visualization techniques would surprise you with unique insights?
Strategy As Tires 