This was a 45 minute webinar in which we broke down why only 25% of attempts to build new businesses out of your core business (adjacent businesses) succeed and how you can increase your chances of success to 80%. You must draw on core theories of growth and the resources based view (or RBV).
Profitable growth via adjacency - Guest lecture on Zook by Peter SpungPeter Spung
A guest lecture on Chris Zook's framework for profitable business growth via market adjacency moves by Peter Spung at the Graziadio b-school. For more, see Peter's blog: biztechalign.blog
Profitable growth via adjacency - Guest lecture on Zook by Peter SpungPeter Spung
A guest lecture on Chris Zook's framework for profitable business growth via market adjacency moves by Peter Spung at the Graziadio b-school. For more, see Peter's blog: biztechalign.blog
Jan de Boer, Dura Vermeer. Spreker bij ‘Energietransitie: kansen voor bedrijfsleven en instellingen met Amsterdam Smart City’, 26-10-2011, georganiseerd door KennisKring Amsterdam.
Компания: Администрация Президента Карачаево-Черкесской Республики
Название проекта: Коммуникационная кампания Первого Всекавказского спортивно-культурного фестиваля «Кавказские игры-2010»
AIVtech International Group (OTC: ECOH; Twitter: $ECOH) focuses on the integration of electronic products, such as multimedia speakers and video games, with furniture and has coined the term "electronic furniture" to describe its products.
Talk I delivered April 25, 2014 to the "Gathering of Titan's" event in Boston, a room full of entrepreneurial CEOs, building businesses. Pulled from my "Way of Innovation," here are the five phases the journey of any innovator/ titan/ outthinker passes through:
1. Metal - grow discontented
2. Water - create possibility
3. Wood - formation, pushing through resistance
4. Fire - breakout, passing the tipping point
5. Earth - consolidating your gains
Then you destroy your innovation and start again, as Pablo Picasso said "All creativity is at first an act of destruction."
Link to book: http://www.amazon.com/Way-Innovation-Elements-Reinvent-Organization-ebook/dp/B0045U9UGQ/ref=sr_1_1?ie=UTF8&qid=1398457130&sr=8-1&keywords=way+of+innovation
LifeTech Capital Updates NeoStem (NBS) Strong Buy $4.00 Target. New York, NY-based NeoStem is a multi-faceted, multinational medical company. Among their business are adult stem cell collection, processing and storage in the U.S., research and development for diagnostic and therapeutic applications using autologous adult stem cells, including their VSEL™ technology (very small embryonic-like stem cells) and several China-based, adult stem cell therapeutics operational and R&D activities for adult stem cell therapeutics focused on regenerative medicine. In addition, NeoStem and the Vatican's Pontifical Council for Culture announced a joint initiative with their charitable foundations to expand research and raise awareness of adult stem cell therapies. A 3-day international conference at the Vatican on adult stem cell research, including VSEL™ technology, is planned for 2011 and will focus on medical research presentations and theological and philosophical considerations and implications of scientific achievements.
Jan de Boer, Dura Vermeer. Spreker bij ‘Energietransitie: kansen voor bedrijfsleven en instellingen met Amsterdam Smart City’, 26-10-2011, georganiseerd door KennisKring Amsterdam.
Компания: Администрация Президента Карачаево-Черкесской Республики
Название проекта: Коммуникационная кампания Первого Всекавказского спортивно-культурного фестиваля «Кавказские игры-2010»
AIVtech International Group (OTC: ECOH; Twitter: $ECOH) focuses on the integration of electronic products, such as multimedia speakers and video games, with furniture and has coined the term "electronic furniture" to describe its products.
Talk I delivered April 25, 2014 to the "Gathering of Titan's" event in Boston, a room full of entrepreneurial CEOs, building businesses. Pulled from my "Way of Innovation," here are the five phases the journey of any innovator/ titan/ outthinker passes through:
1. Metal - grow discontented
2. Water - create possibility
3. Wood - formation, pushing through resistance
4. Fire - breakout, passing the tipping point
5. Earth - consolidating your gains
Then you destroy your innovation and start again, as Pablo Picasso said "All creativity is at first an act of destruction."
Link to book: http://www.amazon.com/Way-Innovation-Elements-Reinvent-Organization-ebook/dp/B0045U9UGQ/ref=sr_1_1?ie=UTF8&qid=1398457130&sr=8-1&keywords=way+of+innovation
LifeTech Capital Updates NeoStem (NBS) Strong Buy $4.00 Target. New York, NY-based NeoStem is a multi-faceted, multinational medical company. Among their business are adult stem cell collection, processing and storage in the U.S., research and development for diagnostic and therapeutic applications using autologous adult stem cells, including their VSEL™ technology (very small embryonic-like stem cells) and several China-based, adult stem cell therapeutics operational and R&D activities for adult stem cell therapeutics focused on regenerative medicine. In addition, NeoStem and the Vatican's Pontifical Council for Culture announced a joint initiative with their charitable foundations to expand research and raise awareness of adult stem cell therapies. A 3-day international conference at the Vatican on adult stem cell research, including VSEL™ technology, is planned for 2011 and will focus on medical research presentations and theological and philosophical considerations and implications of scientific achievements.
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
Have you reached an inflection point in your career? Not sure how to get to the next step – or even what the next step will be? In this hands-on session, you will get an overview of the hiring landscape and salary trends for UX professionals. You’ll hear about the most in-demand positions and skills that employers are willing to pay a premium for – and learn how you can target your own skill set to those opportunities. You’ll also participate in a few exercises to help actively identify new career directions, keep your digital skills relevant to employers, overcome job-hunting obstacles and, ultimately, forge a fulfilling professional path.
SAP Ariba Discovery 101: An Introductory Class for New Buyer UsersSAP Ariba
Discover new business relationships today. The old ways to find suppliers – consultants, trade shows, even Web searches – can’t keep up with today’s fast-moving digital economy. The smart money is on Web-based supplier networks and automated buyer/seller matching tools. There’s none better – or bigger – than Ariba Network, more than 1.9 million connected companies strong. And no matching service surpasses SAP Ariba Discovery. This free service makes supplier search fast and easy.
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. This presentation explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback.
Win New Business and Other Growth-Hacking Opportunities for Suppliers Using S...SAP Ariba
Buying lists to hunt for qualified leads is expensive, time consuming, and not an efficient way to hit growth targets. Come hear from a panel of successful suppliers who will share their stories about how SAP Ariba Discovery helps them find and win business from buyers that are ready to buy, as well as how to leverage the marketplace to grow business as a buyer. This is a must-attend session for small business owners looking for new ways get in front of big companies on Ariba Network.
I was asked to create a 50 minute speech on mental agility and believe this key skill - which will determine your success in business, battle, sports, and life - rests on at least three key pillars:
1. Orienting yourself more quickly to disparate sources of information
2. Seeing the root causes others overlook
3. Shifting your frame on problems more than others
4. Holding onto seemingly impossible possibilities ... and making them true
Building Strategic Thinking Capacity at Microsoft - Lesson LearnedKaihan Krippendorff
Outthinker presents a 60 minute webinar led by Shannon Wallis, former Global Director of High Potential Leadership at Microsoft and a leading speaker and consultant as she shares:
• Insights into building strategic thinking capability at Microsoft
• Challenges encountered
• Key outcomes and benefits
Shannon was joined by Kaihan Krippendorff, CEO, of Outthinker. Kaihan is the creator of the The Fourth Option approach, a strategic methodology that teaches executives and businesses how to seize opportunities others ignore, unlock innovation, and build strategic thinking skills. They will discuss how you can apply lessons learned to your organization. Kaihan is the author of Outthink the Competition and three other highly regarded strategic thinking books as well as a leading blogger for Fast Company.
During this session you will learn a:
• Framework to assess the strategic thinking capability of your firm
• Lessons learned from Microsoft and how they can be applied to your company
• Ways to track and measure impact
This is the one-your keynote we delivered to 600 entrepreneurs in Las Vegas on October 22, 2013. It outlines the key insights for how Outthinkers outthink strategic challenges.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Organizational Change Leadership Agile Tour Geneve 2024
Finding your next big growth idea
1. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Featuring: Kaihan Krippendorff
Brought to you by
Finding
Your
Next Big
Growth
Idea
Photo: flickr user Francesca Guadagnini
2. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Kaihan Krippendorff
www.outthinker.com
3. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Webinar objectives
Learn what the “Resource Based View” (RBV) tells us about generating
business growth.
Know the three places to look for adjacent growth opportunities.
Know the four factors that will determine if you idea will really provide a
sustainable competitive advantage.
4. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
You Move Me
5. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
You Move Me
• 25 franchisees day 1
• $17M in first calendar year
6. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Growth horizons
Core business: grow
value, revenue, and margin
Adjacent: build and grow
adjacent businesses
Options: create
growth options
Visions: to guide the
search for growth
Exits: business to close or sell
7. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Growth horizons
Core business: grow
value, revenue, and margin
Adjacent: build and grow
adjacent businesses
Options: create
growth options
Today’s Focus
8. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
“The average company
succeeds only 25% of the time
in launching new initiatives.”
- “Growth Outside the Core” HBR, Chris
Zook and James Allen
10. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
“Growth Outside the Core” HBR, Chris
Zook and James Allen
“Companies that have hit upon
a repeatable formula have
success rates of twice that, and
some drive their rates up to
80% or higher.”
-
11. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Resource Based View (RBV)
13. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Lock up resources
14. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Lock up resources
15. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Apple uses RBV
16. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Where to look
Tangible
Intangible
Capabilities
Key components
Raw materials
Technology
Equipment
…
Brand reputation
Employee engagement
Customer loyalty
IP
…
Supply chain
Management skill
Specialty knowledge
Production
…
17. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Where to look
Tangible
Intangible
Capabilities
Key components
Raw materials
Technology
Equipment
…
Brand reputation
Employee engagement
Customer loyalty
IP
…
Supply chain
Management skill
Specialty knowledge
Production
…
Inimitable
Valuable
Rare
To identify a valuable resource:
Non-
substitutable
Source: Barney, 1991a, 1994, 2002
18. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
Breaking down You Move Me
Tangible
Intangible
Capabilities
Key components
Raw materials
Technology
Equipment
…
Brand reputation
Employee engagement
Customer loyalty
IP
…
Supply chain
Management skill
Specialty knowledge
Production
…
Inimitable
Valuable
Rare
To identify a valuable resource:
Non-
substitutable
Source: Barney, 1991a, 1994, 2002
19. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
What to do now
1. Inventory your unique resources
• Tangible
• Intangible
• Capabilities
2. Assess which are truly defensible
• Rare
• Inimitable
3. Brainstorm ideas from those that are defensible
• Valuable
4. Conduct a fact-based analysis to assess your potential competitive
advantage
• Rare
• Inimitable
• Non-substitutable
• Valuable
5. Build a business case, test, launch, monitor, adjust
20. Shannon Wallis & Kaihan Krippendorff All Rights Reserved.
kaihan@outthinker.com
www.outthinker.com
@kaihan
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Editor's Notes
The RBV sees companies as very different collections of physical and intangible assets and capabilities. No two companies are alike because no two companies have had the same set of experiences, acquired the same assets and skills, or built the same organizational cultures. These assets and capabilities determine how efficiently and effectively a company performs its functional activities. Following this logic, a company will be positioned to succeed if it has the best and most appropriate stocks of resources for its business and strategy.
Valuable resources can take a variety of forms, including some overlooked by the narrower conceptions of core competence and capabilities. They can be physical, like the wire into your house. Potentially, both the telephone and cable companies are in a very strong position to succeed in the brave new world of interactive multimedia because they own the on-ramp to the information superhighway. Or valuable resources may be intangible, such as brand names or technological know-how. The Walt Disney Company, for example, holds a unique consumer franchise that makes Disney a success in a slew of businesses, from soft toys to theme parks to videos. Similarly, Sharp’s knowledge of flat-panel display technology has enabled it to dominate the $7 billion worldwide liquid crystal display (LCD) business. Or the valuable resource may be an organizational capability embedded in a company’s routines, processes, and culture. Take, for example, the skills of the Japanese automobile companies—first in low-cost, lean manufacturing; next in high-quality production; and then in fast product development. These capabilities, built up over time, transform otherwise pedestrian or commodity inputs into superior products and make the companies that have developed them successful in the global market.
The RBV sees companies as very different collections of physical and intangible assets and capabilities. No two companies are alike because no two companies have had the same set of experiences, acquired the same assets and skills, or built the same organizational cultures. These assets and capabilities determine how efficiently and effectively a company performs its functional activities. Following this logic, a company will be positioned to succeed if it has the best and most appropriate stocks of resources for its business and strategy.
Valuable resources can take a variety of forms, including some overlooked by the narrower conceptions of core competence and capabilities. They can be physical, like the wire into your house. Potentially, both the telephone and cable companies are in a very strong position to succeed in the brave new world of interactive multimedia because they own the on-ramp to the information superhighway. Or valuable resources may be intangible, such as brand names or technological know-how. The Walt Disney Company, for example, holds a unique consumer franchise that makes Disney a success in a slew of businesses, from soft toys to theme parks to videos. Similarly, Sharp’s knowledge of flat-panel display technology has enabled it to dominate the $7 billion worldwide liquid crystal display (LCD) business. Or the valuable resource may be an organizational capability embedded in a company’s routines, processes, and culture. Take, for example, the skills of the Japanese automobile companies—first in low-cost, lean manufacturing; next in high-quality production; and then in fast product development. These capabilities, built up over time, transform otherwise pedestrian or commodity inputs into superior products and make the companies that have developed them successful in the global market.
The RBV sees companies as very different collections of physical and intangible assets and capabilities. No two companies are alike because no two companies have had the same set of experiences, acquired the same assets and skills, or built the same organizational cultures. These assets and capabilities determine how efficiently and effectively a company performs its functional activities. Following this logic, a company will be positioned to succeed if it has the best and most appropriate stocks of resources for its business and strategy.
Valuable resources can take a variety of forms, including some overlooked by the narrower conceptions of core competence and capabilities. They can be physical, like the wire into your house. Potentially, both the telephone and cable companies are in a very strong position to succeed in the brave new world of interactive multimedia because they own the on-ramp to the information superhighway. Or valuable resources may be intangible, such as brand names or technological know-how. The Walt Disney Company, for example, holds a unique consumer franchise that makes Disney a success in a slew of businesses, from soft toys to theme parks to videos. Similarly, Sharp’s knowledge of flat-panel display technology has enabled it to dominate the $7 billion worldwide liquid crystal display (LCD) business. Or the valuable resource may be an organizational capability embedded in a company’s routines, processes, and culture. Take, for example, the skills of the Japanese automobile companies—first in low-cost, lean manufacturing; next in high-quality production; and then in fast product development. These capabilities, built up over time, transform otherwise pedestrian or commodity inputs into superior products and make the companies that have developed them successful in the global market.
The RBV sees companies as very different collections of physical and intangible assets and capabilities. No two companies are alike because no two companies have had the same set of experiences, acquired the same assets and skills, or built the same organizational cultures. These assets and capabilities determine how efficiently and effectively a company performs its functional activities. Following this logic, a company will be positioned to succeed if it has the best and most appropriate stocks of resources for its business and strategy.
Valuable resources can take a variety of forms, including some overlooked by the narrower conceptions of core competence and capabilities. They can be physical, like the wire into your house. Potentially, both the telephone and cable companies are in a very strong position to succeed in the brave new world of interactive multimedia because they own the on-ramp to the information superhighway. Or valuable resources may be intangible, such as brand names or technological know-how. The Walt Disney Company, for example, holds a unique consumer franchise that makes Disney a success in a slew of businesses, from soft toys to theme parks to videos. Similarly, Sharp’s knowledge of flat-panel display technology has enabled it to dominate the $7 billion worldwide liquid crystal display (LCD) business. Or the valuable resource may be an organizational capability embedded in a company’s routines, processes, and culture. Take, for example, the skills of the Japanese automobile companies—first in low-cost, lean manufacturing; next in high-quality production; and then in fast product development. These capabilities, built up over time, transform otherwise pedestrian or commodity inputs into superior products and make the companies that have developed them successful in the global market.