Jan 4, 2012 | Change, Communication, Innovation, Operations, Social Media, Strategy
In the communication revolution going on currently, the infrastructure to carry it all is vital, but how relevant will the 2010 infrastructure be to the world that greets it when it is finally completed roll-out in, when?, what was the last projection? ever?. The world is changing almost daily, the NBN as conceived by our political masters will be obsolete before it is 10% implemented.
In the October issue of “Wired” magazine is a fascinating analysis of the “Tech War” going on between Apple, Google, Amazon, and Facebook. It is a must read for anyone in business, it puts a competitive context around the maneuvering we all see happening, but do not necessarily connect the dots.
We, the Australian taxpayers, are making a multi-generational investment in the NBN, billions of dollars spent by those well known, fast moving, tech savvy innovators in Canberra. Lets hope they know what is going on outside the cocooned environment of the “bush Capital that are all so pleased to live in.
Somehow I doubt they have any idea, and that is truly scary, and there will be a whole lot more of this sort of failure, and the accompanying spin before anyone in Canberra admits to a huge boo boo.
Dec 12, 2011 | Innovation, Marketing, Strategy
From bricks and mortar, to the web, and now to mobile apps. What is next for retailing?
There was a blue last week between the current and previous MD of David Jones, about who wore the blame for DJ’s being slow into e-selling, billionaire Gerry Harvey is often bitching about the unfair competition from e-tailers, and Australian post is gearing up to deliver parcels, as their snail-mail service is on its deathbed, certainly unable to support the infrastructure built for another age. Now the just released Productivity Commission report on retailing has recommended that the threshold for the application of GST on imported parcels drop from the current $1000, as soon as it is cost effective to do so.
It seems to me that there is a resurgence of alternative retail, new business models that leverage the changing environment, Harris Farm, Aussie Farmers direct, Kogan, and many others. By looking backwards to set the regulatory framework, we run the risk of compromising the emerging foundations of the future, and stamping on the wrong hat.
Dec 8, 2011 | Collaboration, Innovation
The formula for risk analysis of innovation could be written as:
Likelihood of failure X Cost of failure.
Therefore, in a traditional hierarchical organisation, there is an ingrained reluctance to take risks and perhaps fail because of the financial cost, whereas in an open system where there is no apparent cost of failure, the restriction of the usual organisational and transaction costs are largely absent.
This does not reduce the incidence of failure, but it removes the financial costs, leaving the personal incentive to succeed, rather than focusing attention on the financial ones.
It is the personal drive to succeed, to do something useful, that makes lives easier, richer, more fulfilling, which is the source of most really original innovations.
Dec 6, 2011 | Collaboration, Innovation
An idea is the outcome of all that has gone before, resulting in the “eureka” moment, the equivalent of the singers overnight success after 10 years of work in obscurity, playing smokey bars, gaining experience and honing skills.
Usually, ideas emerge from relative chaos of all the commercial equivalents of those smokey bars, places where problems, experiments, stories, left field solutions and all the richness of human interaction meet.
Makes you think that perhaps all this time around the water cooler is not really wasted, so long as the culture is tolerant of the ideas that will be thrown up, and enables something to be done with them.
Nov 15, 2011 | Innovation, Leadership, Marketing
Most acknowledge that the future will be different from the past, so why is it that we seem determined to manage our way to the future by repeating the recipes of success from the past.
Future success relies on doing things differently, and this is uncomfortable, unpredictable, and unnerving, so avoided by most.
Kodak missed the development of the digital camera, despite inventing it, Nokia missed the development of the “smartphone” while a runaway market leader, all the large PC companies missed the development of the direct sales model until Dell had tied it up, Detroit missed the consumers cry for smaller, fuel efficient cars that were reliable until bankruptcy loomed, and Apple continues to clean up by reinventing categories, and everyone else just follows them into the mobile consumer markets that they pioneer.
It is the equivalent of driving along a bush track by looking through the rear vision mirror, eventually you will crash. Only by looking ahead, and navigating a path less well marked can you take a leadership position, and that requires some “Unlearning”.
Nov 9, 2011 | Customers, Innovation, Marketing
Every product manager I have ever seen sees his/her pack change, flavor extension, or new size as an innovation, and every marketing manager who lets this mediocre stuff take up valuable time, the only resource that is really irreplaceable, is culpable.
Sometimes, just sometimes, a genuine innovation emerges, and the common feature is that they almost always emerge from a culture that values their own resources, and that of their customers to the exclusion of all the usual puffery. What is left is the genuine hyping of something new, that needs at least some explanation, as it does not fit into any existing, neat categories.
Apple, Ideo, Cisco, Toyota, and a few others do it, others try and copy, change the look, but the value proposition is a copy. There is a new calculus of innovation easy enough to see if you know what to look for, really hard to do.
