How to Build a Breakthrough Business Within an Existing Old One – From Idea to Execution.
Even world-class companies with successful business models eventually hit the ceiling on growth. That’s what makes emerging industries so attractive. These markets represent huge opportunities for capturing long-term growth and competitive advantage. But because they lack a proven formula for making a profit, they are risky and expensive – with dire consequences for failure.
The P4PE Institute believes that every organisations survival depends on strategic experiments that target such untested markets, but few firms understand how to implement them successfully. Too many managers think that a great idea is enough to get them from business plan to profitability, but somewhere in the middle of the innovation process, most organisations stumble. In the STRATEGIC INNOVATION MANATERCLASS (SIM) we reveal where firms go wrong on their journey from idea to execution – and outline exactly what it takes to build a breakthrough business while sustaining excellence in an existing one.
Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, the masterclass identifies three central prerequisites to strategic innovation:
- Forgetting some key assumptions that made the current business successful
- Borrowing assets from the established organisation to fuel the new one
- Leaving how to succeed in an emerging and uncertain market
The Master Class will illustrate ten rules to help organisations meet these challenges. And show how firms must rewire their “organisation DNA” across four main areas – Staffing, Structure, System and Culture – in order for a promising new venture to succeed. They also spell out the critical role senior executives must play in managing the inevitable tensions that arise between today’s business and tomorrow’s.
Breakthrough growth opportunities can make or break companies and careers. The Strategic Innovation Masterclass (SIM) is every leaders’ guide to execution in unexplored territory.
PROGRAMME CONTENT
- Chapter One: Why Strategic Innovators Need A Different Approach to Execution
- Chapter Two: Why Organizations, Like Elephants, Never Forget
- Case: Corning Microarry Technologies
- Chapter Three: Taming the Elephant
- Chapter Four: Why Tensions Rise When NewCo Borrows from CoreCo
- Case: New York Times Digital
- Chapter Five: Turning Tension into a Productive Force
- Chapter Six: Why Learning from Experience is an Unnatural Act
- Chapter Seven: How Being Bold, Competitive, Or Demanding can Inhabit Learning
- Case: Hasbro Interactive
- Chapter Eight: How Being Reasonable, Inspiring, or Diligent can Inhabit Learning
- Case: Capston-White
- Chapter Nine: Finding Gold with Theory-Focused Planning
- Chapter Ten: The Ten Rules Explained
- Case: Analog Devices
DELEGATE PROFILE
Chiefs and Executives responsible for strategic business direction. In particular, Senior Executives with these designations and responsibilities will find the master class very useful:
- CXOs (CEO, CFO, COO, CMO etc)
- Heads of HR, Strategy, Finance, Operations, Marketing, Services etc
- New Product Development Managers & Team Leads
- Research & Development Teams
- Category & Portfolio Managers
