If you expect your business to be around in 10 years, why are you focusing so much of your energy on this quarter? Especially since less than 10% of your company’s stock value comes from current earnings… while the rest comes from the market’s expectations of your future earnings. Sure, this is what most leaders focus on… but not leaders like Jeff Bezos or Steve Jobs.
More in article, The Inputs to Innovation for B2B
I think this rule should be on every business leader’s desk, and perhaps stamped on their paychecks. Should we be impressed if they pumped up the stock price during their tenure? Not if they did it by mortgaging the company’s future with short-term moves, perhaps chasing away top talent in the process. Glory lies in building something of lasting significance… not in pillaging it.
More in article, How to become a great business leader
When you drive at night with just your low-beam lights on, you may observe small animals as you run over them. But you can’t avoid them. To do that, you need to have your high-beams on. Same with all those short-term financial reviews: You can only observe the bad results. To change the results, you’d need to build growth capabilities for the future. Run your business with your high-beams on.
More in e-book, Leader’s Guide to B2B Organic Growth (Lesson 7)
We’ll examine 12 parts of a B2B business case format used by more than a thousand new-product teams. Our research will show you which sections are the most critical… including the part teams bungle most often. Do 12 parts seem like too many? We’ll close with a sensible business case “short-cut,” the 6-part market case. This ... Read More
Your market is growing at 3% and your operating plan says you’ll grow faster than this next year. Of course, your competitors have similar plans… meaning everyone plans to grow faster than the market served. As TV psychologist Dr. Phil would say, “How’s that been working for you?” Could it be time for a different approach… e.g. understanding customer needs far better than competitors?
More in Leader’s Guide Videos Lesson 1, Recognize your growth challenge
In the long-term stockholder and employee interests align. This is also true of customer and community interests. In the long-term, it’s in the best interests of everyone—except your competitors—for your business to develop high-value products, sustain strong growth, provide stable employment, and increase market capitalization. Given this alignment, doesn’t it seem odd that many business leaders seem so fixated on the near-term?
More in e-book, Leader’s Guide to B2B Organic Growth (Lesson 30)
We call our bosses “leaders” out of respect for their organizational position. But do they drive B2B organic growth? How many would pass this one-question pop quiz: What is the foremost duty of a business leader? What’s your answer? I believe the correct answer is: Leave your business stronger than you found it. Some might ... Read More
Developing B2B customer insight skills for this growth requires a commitment your competitors may be unwilling to make. Good. You need them to remain shortsighted. As you gain insights, you may enjoy a bonus: Customers are impressed with suppliers that listen to them… and often offer near-term adjacent opportunities.
More in white paper, Catch the Innovation Wave (page 15).
A market segment is a “cluster of customers with similar needs.” Most B2B companies fail to focus their resources on those segments that are winnable and worth winning. They don’t follow the #1 lesson of war: “concentration of force against weakness.” Instead, they spread their forces too timidly and evenly.
More in article, How’s Your Market Segmentation?
“Market Growth” is the tide that lifts all boats… your reward for being just average. “Inherited Growth” comes from great products developed long ago. These are the gifts that keep giving… until they don’t (when you’ve been commoditized). The only one you control is “Earned Growth,” when you understand and meet customer needs better than anyone else.
More in article, Better get used to mediocre growth