Leaders Must Bear The Risk Of Employees Forming Factions (eBook, ePUB)
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In Part One we examined the Technology Adoption Life Cycle from start to finish (chapter 2), isolating six inflection points at which market forces are required to sustain themselves and business strategies You have to change a lot to keep up. Of these six inflection points we focus on three - the bowling alley (chapter 3), the storm (chapter 4) and Main Street (chapter 5) - digging deeper into each to see the forces driving the market. market outside of our company and then bring that knowledge back to help shape strategic priorities. Seeing again and again how these preferences not only move...
In Part One we examined the Technology Adoption Life Cycle from start to finish (chapter 2), isolating six inflection points at which market forces are required to sustain themselves and business strategies You have to change a lot to keep up. Of these six inflection points we focus on three - the bowling alley (chapter 3), the storm (chapter 4) and Main Street (chapter 5) - digging deeper into each to see the forces driving the market. market outside of our company and then bring that knowledge back to help shape strategic priorities. Seeing again and again how these preferences not only move but actually store themselves, we see the importance of accurately placing someone in the life cycle and in that context reconsidering the tools help us do it properly (chapter 6).
In Part Two, we examined the impact of rapidly changing life cycle forces on distribution channels and the management of power in markets. In chapter 7, "Strategic Collaboration," we look at the effects on our interactions with our allies, and in chapter 8, "Competitive Advantage," we look at our interactions with our competitors. painting. We will then look at these two things together in the previous chapter, "Positioning," which focuses on taking away someone's place in the overall system of market makers, partners and competitors.
In Part Two, we examined the impact of rapidly changing life cycle forces on distribution channels and the management of power in markets. In chapter 7, "Strategic Collaboration," we look at the effects on our interactions with our allies, and in chapter 8, "Competitive Advantage," we look at our interactions with our competitors. painting. We will then look at these two things together in the previous chapter, "Positioning," which focuses on taking away someone's place in the overall system of market makers, partners and competitors.
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