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
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. 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. 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. 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. 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. 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. 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. 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
