Strategy as Tires: What did you read over the last day? Did you apply what you read? Did you add it to your practices, and then to your doing? Did that reading enable you to do what others cannot? Can you see what others cannot? .
4:47 . . . .
Strategy as Tires: Do the things you read ask you to be someone else? Ask you to reach further? Ask us, our company, to do something it has not done yet. How would we enable that? .
4:48 . . .
Strategy as Tires: What citation network did you wade into while you were reading that book? What social network did that book connect you with. .
4:50 . . . . . .
Strategy as Tires: What technology adoption lifecycles (TALC) were involved? Was the topic in that book hard or easy? Did that book make it easier? Can you do something that you couldn’t do before? Did you notice how you changed your TALC phase? .
4:52 . .
Strategy as Tires: When you changed your TALC phase, do you do that alone, or did you do that with others? Did you go together?
Strategy as Tires: The pandemic continues. We’ve got a handle on it. I get asked if the holiday hiatus makes sense, given that we are already not working. We still have a reorganization to do, people to promote, people to transfer, a bowing alley to expand, and changes to the technology adoption lifecycle (TALC) to tune our operations towards. .
1:33 . . . .
Strategy as Tires: As the computing TALC changes, the quantum computing TALC will replace it. The quantum CIO will emerge, and much will be familiar again. .
2:07 . . . .
Strategy as Tires: How long will it take before VCs invest in discontinuous innovation again? That will be how long it will be before we see another industrial age. .
2:09 . . . .
Strategy as Tires: When was the last time you thought about your company’s place on the TALC? The dot bust happened when investors did not think about it. .
2:10 . . .
Strategy as Tires: Passive-aggressive behavior does not generate useful outcomes. Not caring does not build products, companies, industries, economies, or countries.
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 