In an age of digital disruption, every company needs to think differently about its business—whether to grow beyond its core markets or to avoid competition

من الداخلين الجدد. ولكن في كثير من الأحيان تمنعهم المهارات الدقيقة التي ساعدت الشركات على النجاح في الماضي من تحقيق النجاح في المستقبل. 

While today’s chapter in our history is still being written, we’ve found several ways to think differently about our business. These six insights may be useful to companies

facing a similar need to transform and grow beyond their core business.

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Focus on what your customers want, not what you do

Your customers buy from you for a variety of reasons. Most importantly, you help them achieve the outcomes they want. But it’s all too easy to overlook this and focus only

improving your product or service to keep up with CompetitorsThis narrow view can prevent you from helping your customers achieve their goals in new and better ways

and leave you vulnerable to new entrants who have figured this out.

With this mindset, you should focus on how to deliver your core value to customers in new ways. For example, automakers of the future will still

but they’ve started defining themselves as “mobility services companies.” They will increasingly provide transportation as a service to meet the needs of young people who have

little interest in owning cars.

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Innovate in business models, not just technologies

It is also important to create business models that help customers adopt new products more quickly. Xerox’s original growth story with the plain-paper copier

was as much a business model innovation as it was a new technology. Xerox launched the product using a leasing model to make it easier for customers to buy a piece of office equipment that

was unfamiliar at the time. This is a particularly important consideration with new technologies, because they are often expensive to produce until they can achieve economies of scale.

الحجم. في Markets Even in mature industries, business model innovation can change the value proposition and competitive dynamics. In the industry that shifted its focus from

features to outcomes.

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Create a unified vision of the future

All your employees want your company to grow through innovation, and they all have ideas about the best ways to do that. It may be helpful to create a shared vision

and future-oriented, focusing employees’ ideas and energy. By defining a high-level yet actionable vision aligned with your strategy, you can harness

your employees’ creative energy while increasing productivity.

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Look at “inside-out” and “outside-in” perspectives to uncover new opportunities

There are always many possible directions for innovation, and it can be difficult to assess and prioritize a broad range of opportunities. We’ve found that one effective approach

is to look “inside out” to apply your core capabilities in Markets new adjacencies, and “outside in” to identify new opportunities

for digital disruption driven by emerging technologies.

Many companies stop at analyzing what’s happening inside their organizations. But it’s also important to understand how the world is changing in order to identify clear and less obvious market opportunities from the outside in.

In our analysis, we believe the next major technology revolution will be the convergence of the physical and digital worlds. This creates enormous opportunities

to transform how work gets done.

Our world now has an enormous number of connected devices, collectively known as the Internet of Things (IoT). Sensors and electronics enable machines

to perceive the physical world. Now add machine intelligence, or what some call “narrow AI,” which enables machines to understand and make decisions in

domains we’ve designed with a high degree of fidelity. Now you have a feedback loop that enables the physical world to be optimized in real time. Add to that

The ability of machines to work collaboratively with people in knowledge-intensive workflows and learn from us. This area will be a highly fertile ground for innovation

over the next decade.

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Break traditional trade-offs to deliver greater value

With the rise of digital technology in the era of the Internet of Things and machine intelligence, our customers have also grown accustomed to low-cost, personalized experiences. Compare your experience with

Amazon, Netflix, Uber, or Lyft. Digital natives, who now make up a large proportion of our customers and employees, demand these kinds of

experiences in their personal and professional lives.

In every industry, companies need to rethink their competitive strategy. In the past, we were forced to think in binary terms: either high quality

…or at a low cost. Digitization means these trade-offs no longer exist, because it adds the option of “and” to strategy: high quality and low

production costs—in other words, customization and efficiency. Researchers (andMarketers) need to rethink how to deliver on the promise of “and.”

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Embrace agility and boundless innovation

The challenge of pursuing new markets is the lack of historical data for planning the future. Innovation for new markets requires a flexible, human-centered process focused on

rapid learning and iteration, with clear hypotheses and experiments to create new business options.

In addition, companies are unlikely to have all the technical expertise they need, so it is important to look outside the organization for innovation. However, when you pursue

In new markets, it’s a mistake to equate open-ended innovation with using technology resources. When there’s significant uncertainty, you can’t treat partners

in innovation like suppliers. You need to share more information and manage intellectual property (IP) rights with a long-term strategic perspective. Focus on what

you actually need to protect. And let your partners have the IP rights and opportunities that will generate the returns they need. These points of

connection let you share the risks with them.

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الخاتمة

There’s never a one-size-fits-all approach to growth, so these ideas are intended as a starting point for thinking about ways you can mix and match them

to fit your specific situation and goals. Expanding into new markets is difficult because it requires shifting investment from your core business to new, uncertain opportunities.

Absolutely. These practices can help you generate more new growth opportunities that excite your employees, align with your ability to deliver,

and match important global growth trends.