Organizational Physics 101: Lifecycle Strategy: Product, Market, Execution Fit

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Strategy is the process of integrating unique capabilities with growing opportunities in the marketplace. Identify your current lifecycle stage on the strategy map. From there, what should your next move be? Learn more at http://www.OrganizationalPhysics.com/tutorials

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Organizational Physics 101: Lifecycle Strategy: Product, Market, Execution Fit

  1. 1. Lex Sisney | Organizational Physics lex@organizationalphysics.com @lexsisney Organizational Physics 101: Strategy Systems Thinking for Breakthrough Business Performance
  2. 2. How to choose the right strategy www.OrganizationalPhysics.com
  3. 3. The goal of any strategy: get new energy (E) from environment www.OrganizationalPhysics.com
  4. 4. The Strategy Pyramid Execution Lifecycle E www.OrganizationalPhysics.com
  5. 5. Innovators Early Adopters Early Majority Late Majority / Laggards 1. Pilot it 2. Nail it 3. Scale it 4. Milk it Development Stability The Strategy Map psIu Psiu PSiu PSIu PSiU -S - - - - - - www.OrganizationalPhysics.com 5. Kill it
  6. 6. psIu Psiu PSiu PSIu Execution Lifecycle Birth Early Growth Growth Aging Death OrganizationalDevelopment Organizational Stability Decline Maturity Then launch new orgs Get to here -S - - - - - - PSiU www.OrganizationalPhysics.com
  7. 7. How to Tell If You’re Doing it Right Pricing Pressure Low High Net Cash Flow Positive (+)Negative (−) Market Growth Rate High Low CompetitionFew Many 1. Pilot it for 2. Nail it for 3. Scale it for 4. Milk it for Early Adopters Early Majority Innovators Late Majority/Laggards
  8. 8. Strategic Success – Path to Prosperity 1. Pilot it for 2. Nail it for 3. Scale it for 4. Milk it for Early Adopters Early Majority Innovators Late Majority/Laggards Path to Prosperity $$$ Maximum building of market awareness Make smart, timely investments Maintain pricing and margins by product focus and thought leadership Avoid commodity trap as long as possiblewww.OrganizationalPhysics.com
  9. 9. Strategic Folly – The Face Plant 1. Pilot it for 2. Nail it for 3. Scale it for 4. Milk it for Early Adopters Early Majority Innovators Late Majority/Laggards The Face Plant Innovate on a problem that has already been solved Never establish real pain point/need Never establish margin Never establish leadership Get crushed by vendors with a more complete service offering www.OrganizationalPhysics.com
  10. 10. Strategic Folly – The Flame Out 1. Pilot it for 2. Nail it for 3. Scale it for 4. Milk it for Early Adopters Early Majority Innovators Late Majority/Laggards The Flame Out Never establish customer spending priorities If first to market, failed to determine if demand is real or imagined (timing is everything) If late to market, forced to target stronger competitors head-on Rapidly lose product margin www.OrganizationalPhysics.com
  11. 11. Strategic Folly – The Lost Opportunity 1. Pilot it for 2. Nail it for 3. Scale it for 4. Milk it for Early Adopters Early Majority Innovators Late Majority/Laggards The Lost Opportunity Forced to compete on price too early Never establish margin Never establish leadership No leverage to compete in a commodity market www.OrganizationalPhysics.com
  12. 12. Typical Sources of Financing Pricing Pressure Low High Net Cash Flow Positive (+)Negative (−) Market Growth Rate High Low CompetitionFew Many 1. Pilot it for 2. Nail it for 3. Scale it for 4. Milk it for Early Adopters Early Majority Innovators Late Majority/Laggards Self/Friends/Family Angels VentureCapital Corporate Private Equity
  13. 13. Customer Driven/Agile Development Pricing Pressure Low High Net Cash Flow Positive (+)Negative (−) Market Growth Rate High Low CompetitionFew Many 1. Pilot it for 2. Nail it for 3. Scale it for 4. Milk it for Early Adopters Early Majority Innovators Late Majority/Laggards CustomerDriven/AgileDevelopment
  14. 14. Strategy Requirements Alignment Strategy aligns with company vision and values Resources Company has, or can get, the required resources (staff, customers, technology, capital) Competence Company has the core competence and experience to execute the strategy www.OrganizationalPhysics.com
  15. 15. Innovators Early Adopters Early Majority Late Majority / Laggards 1. Pilot it 2. Nail it 3. Scale it 4. Milk it Development Stability Where are you now? psIu Psiu PSiu PSIu PSiU -S - - - - - - www.OrganizationalPhysics.com
  16. 16. What should your next move be? www.OrganizationalPhysics.com
  17. 17. Learn more: www.OrganizationalPhysics.com

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