Post by account_disabled on Dec 26, 2023 8:54:51 GMT
It's critical to focus first on the job the customer wants to accomplish, rather than the company's capabilities. It’s easy to think of your abilities as the starting point for any expansion, but abilities are useless without work. For incumbents, this requires focusing on the job rather than the market or capabilities. An example of this discipline is Corning Incorporated, a manufacturer of specialty glass and ceramic materials headquartered in Corning, New York. When it becomes clear that Corning's business can no longer command a premium for its technological superiority (in our framework, when it reaches the efficiency innovation stage), the company will divest.
The business and use the proceeds to expand the maintenance stage business and Create new one. For example, when Corning realized that liquid crystal displays (LCDs) would eventually replace cathode ray tube (CRT) technology as the future of displays, the company focused on the job to be done—displays—rather than just the CRT market, which at the time Very important to the company. to exit the Job Function Email List CRT market. 12 For Corning, the business serves needs, not markets, and the company evolves by continuing to focus on needs (what we call jobs) as technology or markets change. Resist the urge to force new ventures into existing units. When executives start new businesses, they often look at them and wonder, "Where should I put this in the organization?" They feel pressure to fit the new business into the existing structure to maximize efficiency and spread administrative costs over the broadest possible basis, but this can spell doom for new businesses. When new business is housed in an existing business unit.
The prioritization of the existing business must be adopted to secure financing; when this is done, the new business often continues in name but disappears in practice. Once a new business is launched, it must remain independent throughout its growth, but maintaining autonomy requires continued leadership attention. The forces of efficiency operate within organizations 24/7, rooting out any costs deemed redundant; fighting these forces requires the constant application of counterforce that only a company's most senior leaders can provide. In the pursuit of efficiency, people have somehow forgotten the important.
The business and use the proceeds to expand the maintenance stage business and Create new one. For example, when Corning realized that liquid crystal displays (LCDs) would eventually replace cathode ray tube (CRT) technology as the future of displays, the company focused on the job to be done—displays—rather than just the CRT market, which at the time Very important to the company. to exit the Job Function Email List CRT market. 12 For Corning, the business serves needs, not markets, and the company evolves by continuing to focus on needs (what we call jobs) as technology or markets change. Resist the urge to force new ventures into existing units. When executives start new businesses, they often look at them and wonder, "Where should I put this in the organization?" They feel pressure to fit the new business into the existing structure to maximize efficiency and spread administrative costs over the broadest possible basis, but this can spell doom for new businesses. When new business is housed in an existing business unit.
The prioritization of the existing business must be adopted to secure financing; when this is done, the new business often continues in name but disappears in practice. Once a new business is launched, it must remain independent throughout its growth, but maintaining autonomy requires continued leadership attention. The forces of efficiency operate within organizations 24/7, rooting out any costs deemed redundant; fighting these forces requires the constant application of counterforce that only a company's most senior leaders can provide. In the pursuit of efficiency, people have somehow forgotten the important.