ATTACKER'S ADVANTAGE
Seizing the attacker's advantage is not the same thing as seeking new ways to use your core competencies. Rather, it is a process that start with this central question: What new developments can I take advantage of to create a new need or give the customer or consumer a more compelling experience. Two things will greatly improve your ability to find a path through uncertainty: a sharp focus on the end-to-end experience of the customer or consumer and a working knowledge of digitization and analytics.
Transitioning to a new path poses special challenges, but you can't let them stop you from defining where you need to go. Going on the offense is no longer optional, for one simple reason: defense alone means a shrinking business,
Big data and algorithms can't completely replace an intuitive feel for the customer or consumer which top leaders lack. Big data can segregate buying behaviors, but can not show you have to segment markets, and which ones to attack. The human mind is still unsurpassed at making connection to generate hypotheses that can be tested and in many cases make the final judgment - or at dealing with unique situations that arise.
The allure of something newer, better, or cheaper, is what ultimately redraws markets and industries and shakes companies to their roots. "Better" means not just better than what you offered before but something that exceeds other available options. Defining the path means figuring out what's missing from the consumer experience - or what could be a terrific new experience - and figuring out how you could fill the gap. What keeps things interesting is that consumer needs change faster than ever as technology allows instant online information sharing. At the same time, innovations and technology developments emerge equally fast, continually generating potential new ways to meet those emerging needs. The "aha" moments comes from observing both the external environment and the consumer and imagining the ultimate in convenience or cost from the consumer's perspective, using technology in some new way. The insight might happen in a group discussion or simply when you wake up one morning with a crisp idea of where the business could go. This is what puts you on the offense. You cannot develop an intuitive understanding of customers or consumers without direct observation. The new challenge in short, is to link your gut with a good enough understanding of digitization to imagine how you could use it to transform the consumer experience.
Companies can be reborn digital if their leaders have a mind-set for offense and the courage to venture into uncharted waters. Leaders who are on the attack find ways for their companies to be reborn digital when the opportunity presents itself. Companies that are aggressively adopting the use of mathematics will help to shape the industry transformation rather than becoming victims of it.
Even the best strategic thinkers can be weak on offense if they lack the courage to move in the face of uncertainty.
The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities, Charan, Ram,
Business, 2015, Public Affairs, 250 West 57th Street, 15th Floor, New York, NY 10107.
Transitioning to a new path poses special challenges, but you can't let them stop you from defining where you need to go. Going on the offense is no longer optional, for one simple reason: defense alone means a shrinking business,
Big data and algorithms can't completely replace an intuitive feel for the customer or consumer which top leaders lack. Big data can segregate buying behaviors, but can not show you have to segment markets, and which ones to attack. The human mind is still unsurpassed at making connection to generate hypotheses that can be tested and in many cases make the final judgment - or at dealing with unique situations that arise.
The allure of something newer, better, or cheaper, is what ultimately redraws markets and industries and shakes companies to their roots. "Better" means not just better than what you offered before but something that exceeds other available options. Defining the path means figuring out what's missing from the consumer experience - or what could be a terrific new experience - and figuring out how you could fill the gap. What keeps things interesting is that consumer needs change faster than ever as technology allows instant online information sharing. At the same time, innovations and technology developments emerge equally fast, continually generating potential new ways to meet those emerging needs. The "aha" moments comes from observing both the external environment and the consumer and imagining the ultimate in convenience or cost from the consumer's perspective, using technology in some new way. The insight might happen in a group discussion or simply when you wake up one morning with a crisp idea of where the business could go. This is what puts you on the offense. You cannot develop an intuitive understanding of customers or consumers without direct observation. The new challenge in short, is to link your gut with a good enough understanding of digitization to imagine how you could use it to transform the consumer experience.
Companies can be reborn digital if their leaders have a mind-set for offense and the courage to venture into uncharted waters. Leaders who are on the attack find ways for their companies to be reborn digital when the opportunity presents itself. Companies that are aggressively adopting the use of mathematics will help to shape the industry transformation rather than becoming victims of it.
Even the best strategic thinkers can be weak on offense if they lack the courage to move in the face of uncertainty.
The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities, Charan, Ram,
Business, 2015, Public Affairs, 250 West 57th Street, 15th Floor, New York, NY 10107.
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