The post summer phase of the year often brings new challenges, and this year is certainly no different as we gear up to start really building new capabilities in the business. Part of that process has meant that I have had the opportunity to attend many a vendor briefing, and what has struck me is how the "Gartner Magic Quadrant's" get interpreted and used in presentations.
In 9 out of 10 times, a single view of the latest Magic Quadrant is trotted out to justify a marketing statement. If I had a penny for each time that a vendor claimed that they were now the market leader and used a MQ graphic to justify the claim ...... I should long ago be sitting very comfortably on a beach in the Bahamas with a tall cool drink in hand.
Practitioner's that are tracking the market generally will examine fairly large volumes of data in order to be able to spot a trend and draw any sort of meaningful conclusion. MQ's are not comprehensive data sets, and are simply one set of data points, they simply do not tell the whole story.
The proliferation of mobile platforms
If you are interested in the proliferation of different mobile platforms and their respective lifespans, then a new post by Horace Dediu will certainly be worth a minute or two of your time. He lists the mobile platforms already announced for 2012 and plots them against all previous and current mobile platforms. See below:
Certainly an interesting view of the mobile world! Go here to read the complete post.
Certainly an interesting view of the mobile world! Go here to read the complete post.
Scenario Planning and the process of innovation
Sometimes there comes that nagging feeling that one just has to churn out some content, but I have been resisting the temptation. In the mean time I have been trying to work out what exactly I wanted to say.
The questions that I have been working out how to phrase are these:
The questions that I have been working out how to phrase are these:
- How can one take the various processes that are used to drive innovation as a practice and apply the same principles to scenario planning and analysis?
- Which processes are best and which elements make sense to look at?
- Models and methodologies abound, as do different schools of thought. The real question is where is a good place to start?
Product Strategy and Portfolio Development need Scenario Planning
I have been thinking about innovation, and how to identify, and then prioritise potential product portfolio development options. Quite often, the choice of what needs to be done in order to rejuvenate a product portfolio or evolve it into the next generation of offerings is driven by individual personalities, or a limited leadership group, or just simply "group think" that is driven by financial decision making metrics, or the latest "pet" idea. How then can the business ensure that all angles have been covered before a decision is made?
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