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Identifying the client


Although this may sound like a very simple question, a question that is so obvious that it should not be addressed, this is perhaps one of the most profound questions that any innovator has to deal with. Behind the word client they are many kinds of players: the end user, the payer, the consumer and a business partner. This is enough to be very…

How to use the innovation matrix? How to refer to the innovation matrix in order to leverage client verbatim? How to identify a relevant innovation opportunity based on informal conversations with consumers and/or clients? These are some of the questions I’d like to address in this article.   Using the innovation matrix the way Anthony Ulwick thought of it Anthony Ulwick provided a first…

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Exceptional CEO performance — 2/2


Earthrise by Anders - Anders is an example of exceptional CEO performance

I/ The Era of Anders at General Dynamics, an Example of Exceptional CEO Performance When Anders joined the company he had already acquired a stellar pedigree. He was the photographer of “Earth rise” when he was orbiting the moon as an astronaut.   He held multiple corporate functions in different companies, such as General Electric, and was called in at General Dynamics. For the…

Rajiv Prabhakar, founder of Ivy Mobility

How should large Fortune 500 and FMCG companies go about growing their revenue in emerging markets? What sales and distribution tactics should they use in order to boost revenue? The obvious answer is simply to replicate what works in the Western world and apply it in an emerging market? Rajiv Prabhakar, founder of Ivy Mobility, warned me that this was not an effective tactic, as…

I’ve often believed that innovation is a critical component in any competitive strategy. But, in reading The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success by William Thorndike, Brian Troxell and Phil Gigante, I was led to analyze in closer details the making of superior performance in a depressed market segment. The example of General Dynamics, a defense company that survived…

Mark Hurd, CEO of Oracle

How to grow the total available market when business-to-business IT spending remains constant? How to increase revenue when so many things are changing in the business environment : clients, consumers, employees ? How can an established company like Oracle generate double-digit growth when client spending stays flats ? Where does Oracle’s find the market space to fuel additional growth? These are some of the questions that came…

Luka Mucic - CFO and COO of SAP

About two years ago, I had an extensive discussion with François Darchis, Senior Vice-President of Air Liquide, on how to build competitive advantage. He indicated that the company had pursued multiple strategies to develop a sustainable competitive advantage. Implemented strategies included: cost reduction operational excellence Geographic expansion in BRIC countries (Brazil, Russia, India, China) François Darchis also told me that he was adding a…

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Disrupt from inside out, a discussion with Linda Yates, CEO of Mach49


Linda Yates - Mach49

Innovation and organic growth are the two biggest challenges facing most large companies today. The way out? Disrupt from inside out! Despite tremendous assets and talented teams, many of the G1000 find it hard to help their new ventures reach the escape velocity required to disrupt existing markets and create new ones. Conventional wisdom says that large companies don’t have what it takes to meet…

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Dave’s take on developing innovation in global 1000 fortune companies


Dave Blakely Mach49 – The Innovation and Strategy Blog

Innovating in large companies has always been difficult. Senior leaders flock to innovation, but they have to meet their quarterly goals in established business operations. So how can large companies that get their resources from existing and established lines of business, with a proven profitability rate, find the resources to nurture innovation internally and pursue it with the same consistency and rigor? For a…