Comments on: A measure of success http://www.disruptiveleadership.com/2009/09/05/a-measure-of-success/ "Vision without action is a daydream. Action without vision is a nightmare." - Japanese Proverb Sun, 16 May 2010 07:19:03 -0700 http://wordpress.org/?v=2.8.3 hourly 1 By: Guest Post: Strategy matters - Disruptive Leadership http://www.disruptiveleadership.com/2009/09/05/a-measure-of-success/comment-page-1/#comment-7930 Guest Post: Strategy matters - Disruptive Leadership Mon, 14 Sep 2009 12:06:56 +0000 http://www.disruptiveleadership.com/?p=540#comment-7930 [...] be happy to discuss this research, or the work mentioned in Mark’s earlier post, with other like-minded folks.  It’s always a tremendous learning opportunity to hear about [...] [...] be happy to discuss this research, or the work mentioned in Mark’s earlier post, with other like-minded folks.  It’s always a tremendous learning opportunity to hear about [...]

]]> By: nic http://www.disruptiveleadership.com/2009/09/05/a-measure-of-success/comment-page-1/#comment-7703 nic Tue, 08 Sep 2009 03:04:24 +0000 http://www.disruptiveleadership.com/?p=540#comment-7703 Hi! This is certainly interesting - the application of the theories in stock investments! Coming from a background of consulting companies to create and develop disruptive growth businesses, one of the ways to overcome the challenges of 'educating and generating buy-in' on these theories is to illustrate using Clayton M. Christensen's book, co-authored with Erik A. Roth & Scott D. Anthony - Seeing What's Next. A study based on investments in a portfolio of stocks would certainly make the theories more intuitive & easier to understand. From experience, the biggest challenge is getting the "Creation of New Value Network" right and continuously improved upon (assumming the other criteria's as suggested have been fulfilled - ie. 'customers', 'competitors' and other elements of 'strategies'). We have been using DFLSS (Design for LEAN Six Sigma) on the design of Value Network itself (ie not only on products/services). Built within Design, Measure, Explore, Deploy & Implement (DMEDI) processes, the criteria's for 'freestanding' of value network elements and 'discovery-driven planning' are incorporated to ensure clarity of what is needed for disruptive growth businesses to succeed. I look forward to reading inputs and/or other field results in tackling the 'strategies' element! Cheers! Hi! This is certainly interesting – the application of the theories in stock investments! Coming from a background of consulting companies to create and develop disruptive growth businesses, one of the ways to overcome the challenges of 'educating and generating buy-in' on these theories is to illustrate using Clayton M. Christensen's book, co-authored with Erik A. Roth & Scott D. Anthony – Seeing What's Next. A study based on investments in a portfolio of stocks would certainly make the theories more intuitive & easier to understand.

From experience, the biggest challenge is getting the "Creation of New Value Network" right and continuously improved upon (assumming the other criteria's as suggested have been fulfilled – ie. 'customers', 'competitors' and other elements of 'strategies').

We have been using DFLSS (Design for LEAN Six Sigma) on the design of Value Network itself (ie not only on products/services). Built within Design, Measure, Explore, Deploy & Implement (DMEDI) processes, the criteria's for 'freestanding' of value network elements and 'discovery-driven planning' are incorporated to ensure clarity of what is needed for disruptive growth businesses to succeed.

I look forward to reading inputs and/or other field results in tackling the 'strategies' element!

Cheers!

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