B2B Organic Growth Blog

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

Treat technology development and product development differently. The former is science-facing and turns money into knowledge. The latter is market-facing and turns knowledge back into money. This “separation thinking” applies to voice-of-customer: You should “test silently” any technology you have.

More in article, Should you develop new products like Steve Jobs?

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)

A stage-and-gate process is helpful in managing the interface between your company and project teams. But by itself it leads to internal focus and a checklist mentality. Build another interface on top… between these teams and the customers they hope to satisfy. This interface is called customer insight skills.

More in article, Should Your Stage-Gate® Get a No-Go?

Your front-end-of-innovation should center on a specific customer job to be accomplished. Focusing on your product concept is far too limiting. Let’s say your business makes some physical article. By focusing on the customer’s job, you might conceive a different product, service, or even a completely new business model.

More in Leader’s Guide Videos Lesson 13, Immerse in customer outcomes

Most B2B companies are far too “relaxed” about their product launches. Here’s a good roadmap: The Right Product delivered to the Right Market using the Right Message through the Right Media. This especially helps you make market-specific choices from 9 traditional and 9 online promotional media.

More in ebook, 12 New Rules of B2B Product Launch

More than you might think. We asked nearly 400 people who had conducted over 1800 B2B-optimized Discovery interviews. Over half agreed or strongly agreed that they had gained unexpected interviews. Only 14% gained no unexpected information at all. (Most of the 1800+ interviews were in suppliers’ existing markets.)

More in white paper, Guessing at Customer Needs (page 6)

You’ll gain $4000 in net present value for every day you launch a typical B2B product earlier. Consider 3 ways to speed innovation: 1. Strengthen front-end work to end hesitation, second-guessing, and dead-end detours. 2. Concentrate resources on fewer projects. 3. Reduce “organizational friction.”

More in article, How Leaders Can Accelerate New-Product Innovation

Research shows top sales professionals ask customers questions such as, “What problems are you facing?” Why not ask this before you develop a new product —not just afterwards? Such questions engage, so customers are often “half-sold” by your launch date. And their answers let you create much better new products. So… one question, two benefits.

More in Leader’s Guide Videos Lesson 17, Engage your B2B customers

Be very nervous about “confirmation bias.” Most B2B companies have NPD processes designed to let this bias run rampant. See The AIM Institute’s research on how quantitative interviews and Market Satisfaction Gaps remove this bias… and help you reduce commercial risk in the front-end of innovation.

More in research report, Preference Interview Research Report