Geoffrey Moore Talk for the Anthropocene Institute

This video courtesy of the Anthropocene Institute
www.anthropoce...
F3 Challenge Resources:
f3challenge.org/
f3fin.org/
One of the product options in the fish meal challenge got its origins in multi-million dollars of DOD funding and another in the oil challenge had their origins in NASA funding. So, to situate the role of contests in innovation, contests cannot replace government-funded basic research, which remain very important (eg semiconductors Idea Factory).
But, they appear to possibly accelerate already existing solutions. We just heard that a few supermarkets are now beginning to distribute fish meal/fish oil reduced salmon (Lingalaks in France and now TESCO in the UK
Zone to Win Site: www.zonetowin.com/
Geoffrey Moore: www.geoffreyamo...
LinkedIn: / geoffreyamoore
Twitter: / geoffreyamoore
For a list of reasons with which we are all too familiar, established enterprises struggle to embrace disruptive innovations, even when it is in their best interests to do so. It’s time to stop explaining why they don’t and start explaining how they can. That is the purpose of Zone to Win.
The prescription is simple: enterprises struggle because they are internally conflicted. To resolve these conflicts they must segment the enterprise into distinct management zones, each with its own methods and metrics.
Three of these zones will be quite familiar to most managers:
- The Performance Zone, home to the people who make what you sell and sell what you make, its critical metrics being bookings and revenues.
- The Productivity Zone, home to all the various cost center functions that enable the performance zone to perform, its critical metrics being efficiency, effectiveness, and regulatory compliance.
- The Incubation Zone, home to experiments in disruptive innovation that are deliberately sequestered from the prior two zones, its critical metric being viable options to catch the next big wave.
Now as long as it is not yet time to catch the next wave (or to keep the next wave from catching you), these three zones interoperate reasonably well. But when it does come time, none of them has the wherewithal to respond, and they all fall into squabbling with one another and pointing fingers. It is here that the CEO must step in and drive the temporary (two to three years) implementation of a fourth zone.
The Transformation Zone is home to any initiative that will fundamentally change the structure of the enterprise, ultimately resulting in a newly configured performance zone. Its demands are deeply disruptive to the functioning of all the other zones. Transformational initiatives can only succeed, therefore, by virtue of relentless, unremitting prioritization led and supervised by the CEO and enforced with strict discipline for the duration of the transformational period.
Zone to Win outlines precisely what those demands are and describes explicitly how to get transformations done. In addition, it presents two case studies, one from Salesforce, the other from Microsoft, in how these methods are being employed successfully today. In short, it arms executive teams with the tools they need to organize to compete in an age of disruption.

[@Mik01ist]

@geoffreymoore - but what about the situation where I am re-launching a brand? where I am drastically changing the consumers groups I am talking to? Does all this apply only to disruptive products / tech or in fact the approach and the job to be done stands for any situation where you are entering a new space?

[@justforbronco]

I'm looking forward to reading this. I see a tremendous application for this model in talking with our clients as well as within our own company.