Awkward Reality #255

“What’s not going to change in the next 10 years?”

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Jeff Bezos believes this is a more important question than “What’s going to change in the next 10 years?” In the world of new product development, we find that customer outcomes—desired end results—tend to be more stable over time than supplier solutions. So instead of validating your solutions during customer interviews, seek to uncover and understand the most important, unmet customer outcomes. Then pursue these stable targets with your solutions.

More in video, New Product Blueprinting—the Future of B2B Innovation

Awkward Reality #254

Is it time to rethink your company’s “true-north” goal?

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For decades, “maximize shareholder wealth” has been the mantra recited in boardrooms. This is changing: Jack Welch even called it “the dumbest idea in the world.” It’s a lovely result, but a lousy goal. Your employees need goals that are actionable and inspiring. Chasing quarterly earnings fails this test. Instead, focus employees on creating superior customer value through new products. This leads to profitable, sustainable organic growth… which reliably leads to increasing shareholder wealth.

More in video, Leader’s Guide to B2B Organic Growth series, Video Lesson #5

Awkward Reality #253

What is the number one objective for any business leader?

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I believe it should be this: Leave your business stronger than you found it. It doesn’t matter how good those soon-forgotten quarterly financial results were. If the leader weakened the business by degrading its ability to grow—through either neglect or raiding capabilities for short term gain—that leader failed. I’m puzzled that boards of directors and executive teams allow business leaders to perform well in the short term while damaging the long-term health of their business. Very odd.

More in article, B2B Organic Growth: Moving to earned growth.

Awkward Reality #252

When assumptions masquerade as facts, mistaken identity turns into mistakes.

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Do your new product development teams deal only with facts? Or are “factoids” interspersed, cleverly hiding among the facts? The Oxford English Dictionary defines a factoid as “an item of unreliable information that is repeated so often that it becomes accepted as fact.” Better to clearly identify and separate your assumptions from facts at the onset of your project… and rigorously investigate the assumptions until your project is based on facts alone.

More in video De-risking Transformational Projects

Awkward Reality #251

What do innovation and marketing have in common?

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Peter Drucker said there are only two purposes of business—innovation and marketing—and all other business functions are simply costs. Funny thing is that the unit of innovation and the unit of marketing are the same: customer outcomes. If you don’t understand customer outcomes—their desired end-results—you will neither innovate properly to satisfy those outcomes, nor effectively promote your solutions to them. A clever gentleman, that Mr. Drucker.

More in e-book, Leader’s Guide to B2B Organic Growth

Awkward Reality #250

What drives B2B organic growth? Now we know.

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540 B2B professionals—with over 10,000 years of combined experience—responded to our research survey. Here’s what we learned: They were much more eager to improve growth drivers for understanding customer needs (e.g. customer interviews) than meeting customer needs (e.g. gate-review processes). Of 24 growth drivers, what were they most eager to improve? Market insight.

More in article, What Drives B2B Organic Growth? Now we know.