Myth-Busting Trailblazers by Pradeep Anand

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The common belief is that trailblazers fail in business. This presentation is about those successful trailblazers I knew personally. I enumerate some of their personal characteristics and highlight a market characteristic that helped them.

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Myth-Busting Trailblazers by Pradeep Anand

  1. 1. Pradeep AnandIIMpulse Texas  Conference, “Blazing New Trails”March 2012pa@seeta.com; www.seeta.com; +1 281 265 9301
  2. 2. Introduction The Myth Myth Busters I Experienced Characteristics of Myth BustersA Market Characteristic that Helps Myth Busters Close © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 2
  3. 3. 19941978 © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 3
  4. 4. © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 4
  5. 5. Where are we? Where can we go?        How do we get there? 1. Take Advantage  Climate of Market Activity 2. Improve 3. Increase Pricing  Market  Customers Effectiveness Share Strategy &Competition Company Tactics 4. Enter 5. Introduce New Markets New Products © Pradeep Anand; pa@seeta.com; www.seeta.com; +1 281 265 9301 5
  6. 6. © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 6
  7. 7. “You take it on the  teeth” “The first one guy  through the wall…it  always gets bloody.  Always.”© Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 7
  8. 8. Research into the history of 66 industries found that companies get limited rewards from being pioneersMany companies believed to be trailblazers were in fact late arrivals: Kodak in cameras, Xerox in photocopiers, Apple in personal computers  Only Fast Followers Succeed! © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 8
  9. 9. Blazes a trail to guide others Explores untraversed regions to mark out a new routeMember of a military unit usually of construction engineersOriginates or helps open up a new line of thought or activity or a new method or technical developmentFirst to settle in a territoryPlant or animal establishing itself in a bare, barren, or open area and initiating an ecological cycle © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 9
  10. 10. © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 10
  11. 11. My Friends from IIT BombayRobert E. Brooker, Jr. (NL Industries)The Landmark Graphics TeamRich Neuffer (Harsco)My Mother © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 11
  12. 12. Me Beat St. Stephens  Hindu College  (and Shashi Tharoor)Cultural Festival on home turf © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 12
  13. 13. © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 13
  14. 14. IIMCMe IIMA © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 14
  15. 15. © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 15
  16. 16. Jairam Bharat Bernard  Hemant  Ramesh Desai D’Mello KanakiaAmar NandanBhide Nilekani © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 16
  17. 17. Explores  Opens up a  Blazes a trail  Opens up a  untraversed  new line of  to guide others new line of  regions activity technical  development Opens up a  new line of  activity Opens up new line of thought © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 17
  18. 18. >$2 Billion  division  He was into @ Halliburton RobertDisruptive Technology E. before Brooker Jr.Disruptive Technology was cool We went from Disruptive Technology Helped open up a  to technical development Disruptive Behavior with a new line of  thought, activity  and new methods © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 18
  19. 19. >$800 Million  Roice Nelson division  @ Halliburton Twice; Second Act:  AutoTune Opened up a  Andy HildebrandJohn Mouton technical development with new thought  and new methods © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 19
  20. 20. RichardAggressive Growth Neuffer ofMature Technologies Initiated an  ecological cycle  in barren areas Client since  1996 © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 20
  21. 21. Blazed a trail  to guide others Bhanumathi As a teenager, participated  Anandin the Satyagraha movement; jailedWorking woman at eighteenStarted in market research in early 1950sLed field research teams for most major consumer products through the 1970sModel example of balancing work and homeIrony: She was an introvert! © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 21
  22. 22. © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 22
  23. 23. Perceive World DifferentlyImagine a Different RealityOvercome Fear of FailurePossess Social SkillsPatient and PersistentContinuously Improve ExpertiseEthics/Integrity © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 23
  24. 24. High Trailblazers’ Success In the game for the long haul Low High Low Venturesomeness* of  Customers*Concept borrowed from Amar Bhide © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 24
  25. 25. You may be sitting/standing next to a successful trailblazer Or his father © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 25
  26. 26. © Pradeep Anand; www.seeta.com; pa@seeta.com; +1 281 797 0797 26
  27. 27. Pradeep AnandIIMpulse Texas  Conference, “Blazing New Trails”March 2012pa@seeta.com; www.seeta.com; +1 281 265 9301

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