Strategists will be aware of all the usual models: Porters 5 Forces, Ansoff’s Matrix; BCG’s Growth-Share Matrix; 7S McKinsey Model, PEST(LE) model; SWOT analysis; IDIC (Peppers & Rogers) etc. Maz Iqbal in a blog post puts forward the notion that the 3 V's of Vision, Value and Value Proposition are potentially another framework that is relevant and could be used.
He argues that having a vision is key: "The power of a Vision Statement lies in its ability to enroll a diversity of actors (Tops, Middles, Bottoms, Customers, Suppliers...) in an inspiring point of view on the future such that they co-operate in moving towards and creating that future." The point that he makes about taking the different stakeholders along with you is an important one.
He goes on to argue that values are "real - authentic" and "act both as guides and as constraints on what you will and will not do and how you will conduct yourself". They have "another advantage, they allow you to find / attract value chain partners", again having partners that share the same values is pretty fundamental.
Finally he concludes that "If you get the Value Proposition right then you will attract hordes of customers. If you actually deliver on the Value Proposition – the customer experience delivers the value proposition – then you will keep customers and they will get more customers for you through word of mouth."
It makes sense, anything to add?
(you can read the blog post here.)
Idiot! You can't disconnect your Value Proposition, Corporate Vision and Personal Freedom!
There is a powerful talk by Simon Sinek on TED that outlines his reasoning why there is a case for communicating your value proposition from the inside out: talk about what your company vision is, before you discuss the specifics of the product value proposition, and what you do.
As I have outlined before, the reason for bringing a specific product to market and understanding exactly what the problem is that you are trying to solve is fundamental. If you cannot answer the simple question of what the problem is that you are solving, then "Houston, we have a problem".
Doodling is an incredibly powerful thinking tool
It is probably fair to say that most of us consider doodling an activity that we do when we our minds wander. But in reality, it seems to be a preemptive measure to stop us from losing focus - this is the argument that is put forward by Sunni Brown in a short TED presentation.
If you have 5 minutes and just need focus on something else, then it's certainly worth a watch.
If you have 5 minutes and just need focus on something else, then it's certainly worth a watch.
MBA Learning Teams and Playing in Position
It has been interesting contrasting a day to day work environment with my MBA learning team as we work through a new venture group project.....
One thing has become very obvious. Anybody that believes that there is automatically a common agenda because people work together, in a working environment, is potentially making a serious error of judgement. Working inside my learning team has taught me a couple of things.
One thing has become very obvious. Anybody that believes that there is automatically a common agenda because people work together, in a working environment, is potentially making a serious error of judgement. Working inside my learning team has taught me a couple of things.
5 Lessons for Product Practitioners from Steve Jobs
As the world reflects on the passing of Steve Jobs, it inevitably triggers some thinking about lessons learned and the legacy of learning's that he leaves behind. Here is my list of Jobs'isms, which I am sure is just one of many.- Keep it simple
- Believe in what you are doing
- Love your product
- Failure is simply another step towards success
- Release your product when it is ready - not before.
I am currently working through the implementation of a new strategy, a portfolio repositioning and a new product development kickoff (all @ the same time), these 5 key principles coupled with understanding WHY (see previous post), has been absolutely key to keeping focused on the key objectives at hand.
Think Different
There are not many occasions when somebody passes that you have never met,
has had a huge influence on what you use,
has inspired you to strive for more,
has taught that failure is simply another lesson on the path to success,
and has brought a smile each time you consider his achievements.
RIP Steve Jobs, you touched so many ....
You only have a Scale of 1: Why org's should consider cloud solutions
Recently there have been a number of occasions when I have been asked to explain what the potential benefits are for an enterprise organisation of a "cloud" deployment over a typical enterprise CPE (customer premises equipment) deployment. There is so much hype, and marketing generated positioning that tries to pretend that it is a complex value proposition, where in reality the answer is fairly simple ... simple common sense I think.
Firstly, the value proposition for "cloud" and its potential benefits are not complex (that does not necessarily mean that the techniology underneath is not); and secondly the difference between an in-house controlled CPE deployment and a cloud based deployment can simply be articulated as one of scale. If one is deploying an in-house CPE solution, no matter how small or large the organisation, the only economy of scale benefit that can be gained is directly related to the size of your organisation .. the level of aggregation is always 1.
Firstly, the value proposition for "cloud" and its potential benefits are not complex (that does not necessarily mean that the techniology underneath is not); and secondly the difference between an in-house controlled CPE deployment and a cloud based deployment can simply be articulated as one of scale. If one is deploying an in-house CPE solution, no matter how small or large the organisation, the only economy of scale benefit that can be gained is directly related to the size of your organisation .. the level of aggregation is always 1.
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