B2B Organic Growth Blog

Of course, employees will be laughing; they’ve heard this one before. When satisfying the expectations of Wall Street analysts conflicts with building the firm’s long-term competitive strength, guess which usually wins? Any employee who’s been through travel restrictions, investment delays, hiring freezes, etc. knows the answer.

More in article, Why Maximizing Shareholder Value is a Flawed Goal (Originally published in B2B Organic Growth Newsletter).

Many companies think they have learned about customer needs when they visit customers to validate their hypothesis or potential solution. They have not. They have learned about market reaction. To a single idea. Their idea. On top of this, it’s likely this customer reaction was distorted by confirmation bias.

More in white paper, Timing is Everything (page 15).

Some executives expect employees to deliver innovation-driven growth without investing in company-wide tools and skills. Either nothing changes, or employees run off changing things in random (Brownian) directions. Be intentional about what new behavior is needed, and take unwavering steps to drive it.

More in article, 3 Problems with Innovation Metrics (Originally published in B2B Organic Growth Newsletter).

Initially, you are aware of the first three, but completely unaware of the fourth—surprises. When you begin your project, list the first three, and try to convert A’s and Q’s into F’s. Then uncover the surprises through customer interviews, tours and observation. Seek to understand the first three, and discover the last one.

More in white paper, Innovating in Unfamiliar Markets (pages 12-13).

Some leaders are Interior Decorators, trying to make the place look good every quarter… but not building anything. Others are Realtors. Their hearts are in buying and selling… reaping reward when the work of others’ hands changes hands. Others are Landlords, who apply themselves at work, but their hearts are elsewhere. Be a Builder if this is within you.

More in article, Are You a Builder or a Decorator?

You shift resources “up” by investing manpower earlier in understanding market needs. This lets you be more successful later in developing solutions. You shift resources “out” when employees spend less time talking to each other… and more time directly engaging customers, through interviews and tours. Develop new skills for this, and create a new company culture.

More in white paper, Catch the Innovation Wave (page 6).

Your sales force should play a key role in innovation-focused interviews. But not by themselves. Unaccompanied sales reps seldom attract all the right customer contacts, and they’re not rewarded for the long time horizons required. Besides, market-facing innovation requires central coordination, since a single sales territory won’t contain all the needed prospects.

More in article, Why Your Sales Force Can’t Hear the Customer’s Voice (Originally published in B2B Organic Growth Newsletter).

If the customer felt they helped you with your interview, you probably wasted your airfare. But if they felt it was their interview, asked for a copy of the notes, and said you were a good meeting facilitator… you probably learned things your competitors don’t know. B2B insight skills are needed for this. Do your people have them?

More in e-book, Reinventing VOC for B2B (page 9).

Research shows customer engagement is critical to successful innovation. This engagement increases as you move through six “insight levels”: 1) Deciding what customers want in your conference rooms, 2) polling your sales force, 3) conducting customer surveys, 4) qualitative VOC, 5) quantitative VOC, and 6) B2B-optimized VOC. Where are you?

More in article, Boosting Innovation…In One Easy Lesson (Originally published in B2B Organic Growth Newsletter).

Want to add employees who know your technologies and markets, can start work tomorrow, and cost nothing more? It’s easy: Just kill the dead-end projects that tie up half your resources. Free your people to work on projects your customers actually care about. It’s not hard to learn which projects to kill. In fact, strong project teams will halt weak projects on their own.

More in white paper, Catch the Innovation Wave (page 6).