Strategy as Tires: Our strengths provide us with our energy and self-motivations. Learned behaviors do not do this. .
6:10 . . .
Strategy as Tires: We are blind to our strengths. This is true of ourselves and our organizations. Beware. Strength blindness is a norm. .
6:11 . . . . . . . .
Strategy as Tires: Our organizations are socially created. No one of us can see the whole organization. We see our own contributions. We see fewer of the contributions of others. An organization is the end result of a debate or argument among its creators. Some of these creators collaborate while others defect. Neither population sees the other’s efforts as contributing. .
6:14 . . . . . . .
Strategy as Tires: Know that our addressable market is fixed. Or, digital, aka fixed in steps. We do move through that addressable market. Growth is a matter of moving through that addressable market quicker. Growth is about growing our income from that market. It is not a matter of making the market bigger. .
6:18 . . . . .
Strategy as Tires: When you ask a question that has not been asked before, expect a hyperbolic answer. Do not expect the person answering that question to speak for a population under a normal distribution, aka a population in Euclidean space. .
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2:42 .
Strategy as Tires: See the new post on the Product Strategist blog, Subsets.
Strategy as Tires: Stick a hole in it. Why? To change the factors that happened before the hole. If factor 3 can be arrived at without factors 1 and 2, oh, well. Call it a tail switch. .
9:17 . . .
Strategy as Tires: Organizations are built on tails. When you toss out factors 1 and 2, how much of the organization must change? .
9:19 . . . . .
Strategy as Tires: Who do you want to buy your organization? How does your tail fit among their tails? Where would they put their tail switch? Would that tail be a good tail to serve as the base of your organization? .
9:26 . .
Strategy as Tires: Which tail switch gives you the best offer you could make to a buyer. .
9:31 . . .
Strategy as Tires: Yes, your organization is going to be sold in a pending cash cow sale, so its time to think about the outcomes you want and how you can make an offer that generates those outcomes.
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 