Chasm-crossing inside the Enterprise


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An overview of Geoffrey Moore's Crossing the Chasm and how it's approaches provide insights for more traditional adoption and awareness efforts inside the enterprise.

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Chasm-crossing inside the Enterprise

  1. 1. Chasm-crossing inside the Enterprise S anta Clara University Wolf Cramer – Business Transformation Consultant 04 April 2011
  2. 2. What is this? Tired Thirsty Hungry Sore An Empathy Belly… Raises the awareness of the needs & challenges of being pregnant.
  3. 3. Everett Rogers’ Diffusion of Innovations theory defined adopter categories to explain the technology adoption lifecycle.
  4. 4. Characteristics of these adopter categories help explain their differing appetite for new ideas & technologies. Skeptics Conservatives Pragmatists Visionaries Dreamers Characterization Financial lucidity Social status Opinion leadership Lowest Low Moderate High Very High Risk tolerance Laggards Late Majority Early Majority Early Adopters Innovators  
  5. 5. Geoffrey Moore applied Rogers’ insights to start-up marketing for high tech products in his book Crossing the Chasm . <ul><li>Considered by many to be “the bible for entrepreneurial marketing“ </li></ul><ul><li>Published in 1991 </li></ul><ul><li>Adopter groups have differing motivations </li></ul><ul><ul><li>Risk vs. Reward </li></ul></ul><ul><ul><li>Revolution vs. Evolution </li></ul></ul><ul><ul><li>Lead vs. Follow </li></ul></ul><ul><ul><li>Define vs. Apply </li></ul></ul><ul><ul><li>Product vs. Ecosystem </li></ul></ul><ul><li>High-tech products need radically different marketing strategies </li></ul>
  6. 6. Companies fall into “The Chasm” when they fail to adjust marketing strategies based on initial successes.
  7. 7. How do these theories about high-tech marketing apply inside large traditional enterprises like IBM? This year IBM celebrates 100 years of innovation, risk-taking and transformation.
  8. 8. IBM’s CIO is organized to support the full lifecycle of IT from concept through sunset. CIO Innovation 5% Transform 20% Run 75% What’s possible? Can we scale it? Built to last? Q&A with IBM’s CIO from December 2010 at
  9. 9. Overlaying the organizational design on the Chasm adoption curve provides insights to fuel IBM’s Transform efforts. Innovation Transform Run
  10. 10. By understanding the motivations and goals of the audience, we can drive real adoption across the enterprise population. Brand duration Analysts Peers Social Friends WHERE Foundational Integration & Stability ROI Features Demonstrate concepts WHAT Specific-skilled Middle managers Senior Executives Thought Leaders Anyone WHO Doing fine as is Keep things steady Competitive advantage Stay ahead of the crowd Change the world WHY Change, Uncertainty Failure Being overtaken Miss great opportunities Miss great opportunities WHY NOT 1 : 50 1 : 10 1 : 4 4 : 1 10 : 1 HOW MUCH (Tech : Non-tech) Laggards Late Majority Early Majority Early Adopters Innovators  
  11. 11. Use empathy… know what it’s like to walk in your audience’s shoes! Source:
  12. 12. Thank you! Questions? <ul><li>Senior Management Consultant </li></ul><ul><li>Certified in strategy & change consulting </li></ul><ul><li>Part of IBM's CIO organization </li></ul><ul><li>Large enterprise IT transformation efforts </li></ul><ul><li>Support IBM’s sales channels </li></ul>Wolf Cramer Business Transformation Consultant IBM [email_address] SCU EMBA 2007