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Productive Tensions
- Be systematic and focused during opportunity selection and disciplined during execution.
- Don’t simply strive for differentiation in new markets; borrow from your rivals.
- Disruptive innovation may require ignoring data.
- Leverage feedback from diverse sources to overcome uncertainty.
- Simple rules help teams navigate complexity and uncertainty with agility.
- Consumers want novelty, but only if you make it feel familiar.
- Integrate marketing and branding in your product development when creating purpose brands.
- Organizations must pivot and embrace a strategic reorientation to manage tensions.
10
108 reads
Be systematic and focused during opportunity selection and disciplined during execution.
“Intensified focus and discipline during opportunity selection, achieved through sequencing, can promote flexibility during opportunity execution. By contrast, lack of discipline during selection can constrain learning and adaptation.”
11
63 reads
Don’t simply strive for differentiation in new markets; borrow from your rivals.
“Leaders innovating in new markets resemble children in that there is much they don’t yet know. They operate in utterly strange but fascinating environments, where discovery and surprise are a constant.”
10
47 reads
Disruptive innovation may require ignoring data.
“Introducing new-to-the-world innovations and fundamentally disruptive ideas requires an approach that embraces the wisdom of ignoring, instead of deferring to, the data.”
10
41 reads
Leverage feedback from diverse sources to overcome uncertainty.
“Using crowds – or the people around us – to generate solutions is an effective way to overcome the inherent limitations of individual cognitive processing, particularly in entrepreneurial settings where leaders must make swift decisions in the face of uncertainty.”
10
27 reads
Simple rules help teams navigate complexity and uncertainty with agility.
“Simple-rule heuristics are useful because they help leaders negotiate the fundamental tension between efficiency and flexibility.”
10
35 reads
Consumers want novelty, but only if you make it feel familiar.
“History demonstrates that people are more accepting of novelty when it is anchored in familiarity – in something that is widely known or widely used.”
11
35 reads
Integrate marketing and branding with your product development when creating purpose brands.
“A well-designed purpose brand functions like a compass for both customers and company staff. It guides customers to the products that will do the job they need done.”
10
30 reads
Organizations must pivot and embrace a strategic reorientation to manage tensions.
“Whether tensions ultimately harm or fortify an organization depends on how they’re addressed, and thus, in many instances, whether they’re anticipated.”
10
35 reads
CURATED BY
How Every Leader Can Tackle Innovation’s Toughest Trade-Offs (Management on the Cutting Edge)
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