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: What can we do to amplify that attitude? What do managers do to dampen that attitude? .
11:07 . . .
Strategy as Tires: We are one big signal processor. Most of our signals are for our own internal consumption. Attitude is a signal. .
11:09 . . . .
Strategy as Tires: Without a simple straightforward explanation of the source of holes and asymptotes, we could believe that they come from the equation. But, the equation came from data. .
11:14 . . .
Strategy as Tires: Explanations change. When you add a deeper layer, explanations become deeper long before that depth shows up in the classroom. .
11:23 . . . . . . .
Strategy as Tires: Yes, you can work at the current depth. Yes, discontinuous innovation is about a new explanation, a new theory, new constraints, and new parameters. But, your jobs to be done don’t change. Yes, you might engage with those new constraints, and that might make you think differently. .
11:25 . . . . . .
Strategy as Tires: We have to migrate the existing conceptual model in the software. Then, we have to migrate the user’s conceptual model. It might be a long process. When the work gets deeper, so do the economic payoffs. That problem with that one step in the job finally goes away. .
11:30 .
Strategy as Tires: Yes, you don’t have to do that anymore under the new theory.
Strategy As Tires 