Future Office Layout and Productivity Considerations for Startups and Scale u...Dave Litwiller
The Covid-19 response which moved much office work to virtual has created a natural productivity experiment in the knowledge economy. The favourable early results being reported by firms with employees working from home are challenging the widespread assumptions about the merit of extremely open offices as were frequently adopted in technology companies prior to the pandemic. For companies that will continue to have offices which are now designing re-occupancy plans, social distancing requirements offer an opportunity to revert to potentially more productive forms of office layout.
Patent Portfolios and Invention Sessions in Growth Stage Tech Companies - Dav...Dave Litwiller
The seminar will provide strategic, operating and execution perspectives on how to build the organically developed patent portfolio in growth-stage technology businesses.
Attention in particular will be given to how to spring ahead, even if from a more modest start, by anticipating the future state of the industry, its enabling technology and most critical resources.
Note that this seminar, unlike many about patents and IP, will not focus on the basics of patent law, prosecution, interpretation or recent cases.
Instead, the emphasis for this session will be on the executive and chief technologist level views of optimizing patent portfolio impact to support larger strategic and financial objectives for the scale-up stage technology enterprise.
The first part of the seminar will cover general management considerations overseeing patent strategy. The second part will describe how to use an invention session process to rapidly build the volume and quality of forward-looking invention disclosures to build a high quality patent pipeline.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
In this edition of “Collaborating for Innovation” the goal was to draw executive attention to current strengths and improvement opportunities, relating to the process of innovation, focusing on four overarching aspects of the innovative company:
The consequences of changing corporate/strategic imperatives upon innovation as a lever for growth
The changing structure and operation of the R&D function and its impact on corporate success
The embedding of innovation as a culture underpinning an organization beyond the R&D function and across the value chain, including customers and suppliers
The drivers and obstacles for integrating these “external” parties in various stages of the innovation process
The Last Word: The 50-Year Journey to Digital BusinessCognizant
To make good on the promise of the digital age, established companies must master a veritable Rubik's Cube of thorny challenges. The solution lies in understanding three key historical precedents and four perennial seasons of change.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
Future Office Layout and Productivity Considerations for Startups and Scale u...Dave Litwiller
The Covid-19 response which moved much office work to virtual has created a natural productivity experiment in the knowledge economy. The favourable early results being reported by firms with employees working from home are challenging the widespread assumptions about the merit of extremely open offices as were frequently adopted in technology companies prior to the pandemic. For companies that will continue to have offices which are now designing re-occupancy plans, social distancing requirements offer an opportunity to revert to potentially more productive forms of office layout.
Patent Portfolios and Invention Sessions in Growth Stage Tech Companies - Dav...Dave Litwiller
The seminar will provide strategic, operating and execution perspectives on how to build the organically developed patent portfolio in growth-stage technology businesses.
Attention in particular will be given to how to spring ahead, even if from a more modest start, by anticipating the future state of the industry, its enabling technology and most critical resources.
Note that this seminar, unlike many about patents and IP, will not focus on the basics of patent law, prosecution, interpretation or recent cases.
Instead, the emphasis for this session will be on the executive and chief technologist level views of optimizing patent portfolio impact to support larger strategic and financial objectives for the scale-up stage technology enterprise.
The first part of the seminar will cover general management considerations overseeing patent strategy. The second part will describe how to use an invention session process to rapidly build the volume and quality of forward-looking invention disclosures to build a high quality patent pipeline.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
In this edition of “Collaborating for Innovation” the goal was to draw executive attention to current strengths and improvement opportunities, relating to the process of innovation, focusing on four overarching aspects of the innovative company:
The consequences of changing corporate/strategic imperatives upon innovation as a lever for growth
The changing structure and operation of the R&D function and its impact on corporate success
The embedding of innovation as a culture underpinning an organization beyond the R&D function and across the value chain, including customers and suppliers
The drivers and obstacles for integrating these “external” parties in various stages of the innovation process
The Last Word: The 50-Year Journey to Digital BusinessCognizant
To make good on the promise of the digital age, established companies must master a veritable Rubik's Cube of thorny challenges. The solution lies in understanding three key historical precedents and four perennial seasons of change.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
UW Deloitte Case Competition 2014 (Solution by Team Saturn)Sarah Ma
Team Saturn's solution to the Deloitte Case Competition, co-hosted by the University of Washington. The topic: urgent care; the task: develop a strategy to grow the business.
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholders—empowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
Innovation's unsung hero in volatile times: Industrialized business operationsGenpact Ltd
Extreme market volatility has prompted companies across industries to build more effective business operations. 1. Leading innovators such as Apple, Amazon, GE, HSBC, and PayPal2 among others have addressed those challenges by harvesting the value of information – at scale - and harnessing the art of the possible in their business operations.This paper describes how product and business model innovation can be driven and enabled by smart business process operations, be they transaction or decision support. The evidence accumulated across hundreds of companies indicates that “industrialized operations” – thanks to scientific decoupling and consolidation of part of business processes run as an extended enterprise, utilizing data, metrics, as well as IT and HR practices in innovative ways - constitute a material yet relatively untapped lever.
R&D today: Addressing and enhancing Research & Development’s effectivenessKenny Ong
ABF Research & Development 2009, Singapore
*Applying theory to practice
*Matching R&D to Business Strategy and Organization’s Goals
*Enhancing R&D efficiency by selecting a key component criteria
*Keeping R&D close to where strategic decisions are made
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
Fast, Cheaper and Better Content Conversion by Systemware - ECM Provider CompanyJone Smith
Systemware, Inc. is a leading enterprise content management and conversion company that efficiently capture index, store and manage documents generated by some large organizations in United States.
In an earlier Linkage webinar delivered by Lonney Gregory, we explored behaviors to develop an innovative mindset and stimulate creativity. We believe in order to stay ahead of the competition, individuals and teams must be creative and innovative. And while that is true, creativity and innovative behaviors alone won’t guarantee innovation initiatives will succeed. But what if you could hedge your bets on innovation and increase the likelihood of success; would you do it? In addition to engaging in ways of thinking that inspire breakthroughs, repeatable organizational processes, cultural adaptations, and clearly defined approaches for integrating it all, including handling risks, will significantly increase the likeness of success for innovation in your organizations. This next session on innovation will introduce three basic concepts that lead toward successfully enabling an innovation capable organization; one that drives innovation throughout the organization.
In this session, participants learn about:
1. Identifying market opportunities using one of the most profound approaches for understanding what consumers and non-consumers want by defining what Clayton Christensen calls the “Job to be Done”
2. How to lead ultra-productive solution seeking sessions based upon the world famous IDEO Design Thinking methodology.
3. Applying principles to overcome what Steven Shapiro calls the performance paradox and for growing high performance teams.
The 2013 Deloitte Undergraduate Case Competition challenged students to develop strategy, technology, and human capital recommendations for MAD HATS, a company that donates a hat to a person in need for each hat purchased by one of their customers.
Strategic Success: Closing the Deal Isn't a StrategyTodd Antonelli
Executives involved in decision-making on key corporate acquisitions need to ask not “Are we doing things right?”
but instead “Are we doing the right things?”
The business landscape is being transformed by a series of megatrends, of which digital technology is already proving to be the most pervasive and potentially disruptive.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
UW Deloitte Case Competition 2014 (Solution by Team Saturn)Sarah Ma
Team Saturn's solution to the Deloitte Case Competition, co-hosted by the University of Washington. The topic: urgent care; the task: develop a strategy to grow the business.
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholders—empowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
Innovation's unsung hero in volatile times: Industrialized business operationsGenpact Ltd
Extreme market volatility has prompted companies across industries to build more effective business operations. 1. Leading innovators such as Apple, Amazon, GE, HSBC, and PayPal2 among others have addressed those challenges by harvesting the value of information – at scale - and harnessing the art of the possible in their business operations.This paper describes how product and business model innovation can be driven and enabled by smart business process operations, be they transaction or decision support. The evidence accumulated across hundreds of companies indicates that “industrialized operations” – thanks to scientific decoupling and consolidation of part of business processes run as an extended enterprise, utilizing data, metrics, as well as IT and HR practices in innovative ways - constitute a material yet relatively untapped lever.
R&D today: Addressing and enhancing Research & Development’s effectivenessKenny Ong
ABF Research & Development 2009, Singapore
*Applying theory to practice
*Matching R&D to Business Strategy and Organization’s Goals
*Enhancing R&D efficiency by selecting a key component criteria
*Keeping R&D close to where strategic decisions are made
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
Fast, Cheaper and Better Content Conversion by Systemware - ECM Provider CompanyJone Smith
Systemware, Inc. is a leading enterprise content management and conversion company that efficiently capture index, store and manage documents generated by some large organizations in United States.
In an earlier Linkage webinar delivered by Lonney Gregory, we explored behaviors to develop an innovative mindset and stimulate creativity. We believe in order to stay ahead of the competition, individuals and teams must be creative and innovative. And while that is true, creativity and innovative behaviors alone won’t guarantee innovation initiatives will succeed. But what if you could hedge your bets on innovation and increase the likelihood of success; would you do it? In addition to engaging in ways of thinking that inspire breakthroughs, repeatable organizational processes, cultural adaptations, and clearly defined approaches for integrating it all, including handling risks, will significantly increase the likeness of success for innovation in your organizations. This next session on innovation will introduce three basic concepts that lead toward successfully enabling an innovation capable organization; one that drives innovation throughout the organization.
In this session, participants learn about:
1. Identifying market opportunities using one of the most profound approaches for understanding what consumers and non-consumers want by defining what Clayton Christensen calls the “Job to be Done”
2. How to lead ultra-productive solution seeking sessions based upon the world famous IDEO Design Thinking methodology.
3. Applying principles to overcome what Steven Shapiro calls the performance paradox and for growing high performance teams.
The 2013 Deloitte Undergraduate Case Competition challenged students to develop strategy, technology, and human capital recommendations for MAD HATS, a company that donates a hat to a person in need for each hat purchased by one of their customers.
Strategic Success: Closing the Deal Isn't a StrategyTodd Antonelli
Executives involved in decision-making on key corporate acquisitions need to ask not “Are we doing things right?”
but instead “Are we doing the right things?”
The business landscape is being transformed by a series of megatrends, of which digital technology is already proving to be the most pervasive and potentially disruptive.
,
strategic and organizational requirements for competitive advantage
,
the context of strategic hrm
,
strategic and organizational requirements for comp
,
jr.
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
Crafting the Modern Manufacturing Enterprise in the Post-COVID-19 WorldCognizant
To get ahead in the industrial space amid the prolonged pandemic, manufacturers must embrace holistic agility and resilience, and democratize access to applications and data. This will eliminate operational silos at last and free data to more effectively inform everything: just-in-time build and logistics decisions, operational execution, customer experience product engineering decisions and everything in between, driving innovative product launches and much-needed cost reductions.
The goal of this paper is to explore executive perceptions and opinions about real time data applications and operations. We have interviewed over forty (40) Key Innovation Leaders who have been cited as the most innovative thinkers within the world of analytics and have documented distinctive case studies which have clearly optimized business intelligence.
"70% of surveyed executives said the pandemic is likely to accelerate the pace of their digital transformations"
The COVID-19 crisis seemingly provides a sudden glimpse into a future world.
- A world in which digital channels become the primary customer engagement model
- Automated processes become a primary driver of productivity
- Flexible, transparent and stable supply chains
In this unique moment, companies can learn and progress more quickly than ever before!
Extreme market volatility has prompted companies across industries to build more
effective business operations1
. Leading innovators such as Apple, Amazon, GE, HSBC,
and PayPal2 among others have addressed those challenges by harvesting the value of
information – at scale - and harnessing the art of the possible in their business operations.
This paper describes how product and business model innovation can be driven and
enabled by smart business process operations, be they transaction or decision support.
The evidence accumulated across hundreds of companies indicates that “industrialized
operations” – thanks to scientific decoupling and consolidation of part of business
processes run as an extended enterprise, utilizing data, metrics, as well as IT and HR
practices in innovative ways - constitute a material yet relatively untapped lever.
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...Dave Litwiller
In an expanding range of tech, AI, and advanced manufacturing industries, there are growing issues and concerns for assuring:
- Product safety and safety-related quality
- User/patient safety
- Employee/contractor safety
As well as the wellbeing of other stakeholders
Optimizing C-Suite Dynamics - Nov 2 2023 - Dave Litwiller - Public.pptxDave Litwiller
In this presentation, Dave Litwiller explores the critical aspects of optimizing C-Suite dynamics in scale-up stage technology companies. Collaborative leadership dynamics are vital in influencing a company's performance during rapid growth and evolving markets. The core model for the C-Suite, inspired by Peter Drucker, identifies the roles of Outside Visionary, Inside Visionary, and Disciplinarian. The CEO team construct is discussed, emphasizing its strengths in reducing CEO isolation and maintaining defined roles.
Key vital sign indicators for C-Suite teams are highlighted, focusing on decision-making and diversity of thought. The distinct challenges of the Disciplinarian role are addressed, including the need for a deep understanding of operational realities. The presentation also touches upon interpreting C-Suite criticisms and common friction areas among team members.
To resolve conflicts and enhance C-Suite cooperation, various mechanisms and strategies are explored, such as conflict resolution procedures, mediation, role changes, and alignment of goals and values. By understanding and addressing these dynamics, organizations can foster a more effective C-Suite.
Market Volatility Considerations for Scale-up Stage Tech Companies in 2023 - ...Dave Litwiller
Leading tools to help prepare for and to navigate increasingly turbulent times for scale-up stage tech firms:
- Scenario planning
- Productivity enhancement drivers, particularly for knowledge-based work
- Instrumenting and monitoring revenue generation dynamics for signs of significant market and customer changes
- Individual, group, and institutional methods to increase the velocity of learning and adaptation, as well as distributed action
- Increasing awareness and sensitivity to changes in customer value proposition and adoption decision mechanics
Improving AI Development - Dave Litwiller - Jan 11 2022 - PublicDave Litwiller
A conversational tour through some things I’ve learned in helping scale-up stage client companies improve their AI development practices, especially where deep neural nets (DNNs) are in use.
Leading Transformation and Accelerating Change at Scale - Apr 20 2021 - Dave ...Dave Litwiller
In response to a burst of requests from the scale-up community for help working through the issues with larger magnitude change initiatives, here is a set of highlight thoughts and preferred approaches.
Applying TQM and the Toyota Production System in Development of Software Arti...Dave Litwiller
Adapting TPS Tools and Techniques for Enterprise TQM to Software, Artificial Intelligence, Machine Learning and Deep Learning Development Organizations
The Agile Learning Organization - Dave Litwiller - Sept 17 2020 - PublicDave Litwiller
Adapting Organizational Capabilities in Scale-up Technology Businesses to Thrive in the Strategic Environment using the Principles of TQM
- Enhance organizational learning capacity and agility
- Build connective capacity across functions and time horizons, to counter tendencies toward silos
- Develop leadership bandwidth at all levels to expand institutional capability for productive change
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
A Year In - Economic Reopening Opportunities and Cautions for Scale-up Tech Firms - Dave Litwiller - March 17 2021
1. A Year In: Economic ReopeningOpportunitiesandCautions for Scale-upTech Firms
March 17, 2021
Dave Litwiller
A fewleading thoughts forscale-up stagetech firmsfor how bestto takeadvantageof thecoming
reopening.
Keywords:Scale-up, reopening, head start, in person, market dynamism, tipping point, change management, change
acceleration, IP, intellectual property, inflectionpoint, strategic intelligence, competitive intelligence, SPAC, RTO, IPO, direct
listing, zombie companies, inflation, interest rates, cost of capital, innovation, discovery, invention, remote workers, hybrid
teams. 1:1’s, one-to-one meetings.
ReopeningHead Starts & Early Cues
1) The earlyreopeningeconomies,suchasTaiwan,the US and soonthe UK, offercuesforbusiness
responses toincrease productivity,especially asleadingfirmsandsectorsget headstarts emerging
fromthe restrictive first yearof the pandemic.
There will be one-time gainstobe made forthose whocan get a stepaheadof theircompetition
movingintothe broaderreopening. The firstwave of the shiftwill take place rapidlyas
customersmove from defensive/necessity tomore offensive/progressive postures. Moreover,
those able toget togetherinpersonwith prospectsand customerswill be able to more easily
renewand enhance trust. Theywill thenbe able tosurface and act uponlatent marketneeds
that have remainedlargelysubmergedduringthe most confininganddistanced phase of the
pandemic.
Many companiesshouldrevisittheirregional approaches ascertaincountries move early
relaxinginternational travel restrictions. Subjecttosafetyandvaccine protocols,staff and
businesspartnersbasedinthose earlyreopeninglocaleswill be able toconductin person
businessdevelopmentabroad,gainingoncompetitorsstillinlockdown.
The productivityheadwindfromBrexit,bothpresentandprojected,compoundedbythe
pandemic,isforcingcompaniesandpolicymakersinthe UKto getcreative aboutproposalsand
frameworktospark domesticinnovation. Thoughtprovokingideascanbe gleanedfromwhat
theyare doingthatcan be adoptedclosertohome.
Market AdoptionTransition
2) Market adoptiontippingpointdynamicsshouldbe expectedtotemporarilybecome more
influenceable throughthe reopening. Pandemicnecessity behaviours will givewaytonewly
reinvigorated flexibility. Toget ahead buildingbeachheads of adoption,firmsshouldbuildindustry
networkmapsof the mostimportantusersinnew targetmarkets,andthendeliberatelycreate
sufficientlydense socialproof pointsof targetedtechnologyuptakearoundthose people. Thisform
2. of pinpointedrecruitingand localizedmomentumbuildinginamarketnetwork requiresdifferent
skillsthanscattershotand simple repetitionmarketing. Producersthatcan adaptto target market
networkdynamics will bothcause andbenefitfromoutsized reopeningforcesforchange inpatterns
of investmentandtechnologyusage bycustomers.
Rapidlyexploitingexternal opportunitiesforoutsizedgrowthinnew marketswillrequire
correspondingincreasesininternalchange managementand acceleration wherewithal, to
match internal operationsadaptability withthe upcomingburstof externaldynamism.
3) The pandemichasreinforcedstrongly atveryhighspeed thatregulatory andcompliance acumen,as
well as shapingthe formationof industrystandards andIPbodies,canmatteras much forultimate
competitivestandingas prowessin scientific, technological,clinical andgo-to-marketmatters.
The “runningthroughwalls/move fastandbreakthings”ethosmaybe greatfor some partsof
an earlystage business,butadifferent andmore balanced approachforscale-upsisneeded in
IP as well as before governmentandstandardsbodies.
Market Structure and Trends
4) Withthe approachof highrate of change marketplace conditions,a solidreal-timegraspof market
share and trends thereof isabouttohave outsized predictive valueforarange of strategicand
tactical choices for firms.
Inflectionpointsandrapidaccelerationsare verydifferent thansteadyindustryconditions for
howfast relative marketpositioncanshift.
5) Strategicintelligence andcompetitiveintelligencehave neverbeeneasiertodowell withdisclosure
requirementsforthe rushof companieshittingthe publicmarkets,whetherbySPAC,RTO,direct
listingortraditional IPO. Firmswhich improvetheircapabilities inecosystemknowledgeinputsto
managementdecision makingwill benefit;thosethatdon’twill setthemselvesback asothers gain
the informational advantageof whatisnow accessible.
It still takestime andmodel buildingskill toprocessandsynthesize the volume of marketand
competitiveinformationavailable. But, the feedstockof raw information formarket
understandingacrossawide range of sectors from publiccapital marketregulatoryfilingsand
investorcommunication hasn’tbeenthisgoodin20 years.
3. Capital
6) In B2B, beware doingbusinesswithzombiecompanies.
A decade+of significantformsof stimulus andfinancial marketinterventionssincethe financial
crisishave ledto a sizable proportionof companies(evenamongthe largest) whichare
dependentuponbailouts,lowinterestrates andotherlow costformsof capital. Theirfuture
viabilityisatconsiderable risk.
7) In B2B, RoI,payback time,and shapingexpectations of the customerare still of paramount
importance,evenif developmentcostsfora new productor service have beensubsidizedwith
pandemic-relatedfiscal stimulus orresponse funding.
Duringfundingbooms,itcan appeartemporarilylikenew businesslawsof gravityhave taken
hold. Such momentsare fleeting. The basicsalwaysreturntothe fore. Firmswhichexpectand
planfor the resumptionof more traditional businesscircumstancesusually come outahead.
8) Movingahead,inflationaryforcesmaytake holdinaway that theyhave notfor a verylongtime. If
theydo,interestrates,andthe relationshipbetweendebtandequitywill change considerably,
reformingmarketsforcapital andmerchantproducts a great deal,as well ascompanyvaluations.
R&D
9) Shiftingapplication driversfortechnologyasa resultof eventsoverthe pastyearhave renewed
awarenessthatwhenconducting highspeed R&Datthe forefrontof scientificandtechnological
knowledge,maintainhealthyskepticismof empiricalresultsuntil theyhave beenconfirmedby
theory.Paradoxical thoughthatmaybe,itis at the heart of doingdeeptechR&D well.
Until theoryisin place thatcan be validatedthroughtestablepredictions,earlyexperimentalor
empirical resultsatthe scientificandtechnological frontiershouldbe viewedwith some doubt.
They may be concealingerrorsor still latentknowledge gaps.
The frenzyto getthingsdone,especiallyin highly pressurizedcircumstances,can leadto
oversights of basicprinciples. Thistendencyisparticularlystrong whenfastchangingmarket
conditionsdemand fastpivots whichtake abusinessintopartiallyunfamiliarscientificand
technological territory.
Innovation
10) Major innovationrequires the abilitytohandle tensionsamongcompetinginterests,whichoften
quickly manifestsas tensionsamongpeople. Onlythrough constructively wrestlingwithinitially
contradictorypointsof viewwill deeperinsights andgreatercreativity emerge.
4. The interpersonal challenges formanagers tosustainhealthytensionamongpeople and
workgroupsare made more difficultwithremoteandhybridworkforces,comparedwithin
person. Keepingupinterpersonal dynamicswithremote workers while still drivingsubstantive
innovation requireselevatedongoingcontributionfromleaders tohandle tensionsproductively
withoutlettingthemtipoverinto lastingrelationship damage.
11) Sustainabilityof hybridteamsoperatingata hightemporequiresaremote-firstorientationto
communicationanddecisionpractices.
Otherwise,itistooeasyforin-officeinfluencesto winout,favouring those whocanandwill
workin the office.
Hybridand remote workforces boostthe importance of providingtime,trainingand toolsto
helpmanagersconduct 1:1’s withstaff,bothformallyandinformally,asthe foundationof
guideddevelopment andsupportforall employees. Furthermore, strong1:1practices
undergird manyotherpillarsof ahighperformance HR systematscale.
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To contact the author: dave.litwiller@communitech.ca