As technology and the economy change faster than ever, companies find themselves needing to reinvent just to keep from falling behind. I work with companies to find opportunities to survive and thrive in the face of uncertain conditions.
While these rapidly changing conditions affect all industries, my career has evolved to serve the industries encountering the greatest threats (and opportunities) in the face of disruption. This trajectory has transitioned from the consumer products industry as it transitioned from a manufacturing focus to a consumer experience focus, to B2B industries as they needed to anticipate the needs of their customers' consumers, to most recently as the shifting balance of power between patients, payers, and providers is disrupting the healthcare industry.
I provide consulting and advisory services to companies facing these challenges. In addition I write and speak about best practices and organizational challenges needed to navigate such uncertainty.
This is Part 5, and the final post of the series on incorporating disruptive innovation approaches while optimizing the current business. This post will show an example of a success, and discuss common snafus encountered when attempting to disrupt the norm.
This post is Part 4 of the series on incorporating disruptive innovation approaches while optimizing the current business. This post will introduce Contextual Evaluation as a tool to know how well a new solution will deliver the benefits depicted by the Experiential Prototype.
This post is Part 3 of the series on incorporating disruptive innovation approaches while optimizing the current business. This post will introduce Experiential Prototyping as a tool to make the future vision more concrete and actionable today.
This is Part 2 of a series on reinventing your business while optimizing the current business. This post will introduce a new paradigm for thinking about the progression toward a future vision, while continuing to optimize today’s economic activity.
This is the first in a series on reinventing the future of the business, while optimizing for today. If you can’t adapt, you will be disrupted. And if you’re only focused on optimizing what you do today, you can’t adapt.
An example of how different the cell phone market could be if segmentation was based on deriving insights about what truly mattered to people, rather than observations of what they bought or said they wanted.
Anyone can make an observation. Figuring out what it means is the key to deriving an insight.
With the increased blurring of the lines between Healthcare and Lifestyle products, traditional research protocols can lead us collect data that is less relevant to the decisions that need to be made.
If the medical industry doesn't figure out how to make products that fit consumer lifestyles, the consumer companies will figure out how to make healthcare products!
Much like analyzing art and literature, we must always crack the code to understand why a market behaves the way it does.