Predicting the Turn: The High Stakes Game of Business Between Startups and Blue Chips First Edition
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The future of innovation is all about connectivity. The largest brands connecting with startups, creating a flywheel of energy. I can't think of a single person more uniquely qualified to connect the dots and layout the playbook for making it happen. Others have written the book on theory, Dave applies over a decade of real world experiences and stories that truly bring the concepts to life. --Tim Kopp, Partner, Hyde Park Venture Partners & Former CMO, Exact Target
Few people can meaningfully speak of both the entrepreneur's universe and the Fortune 50. Dave Knox's unique background in these two worlds gives him a perspective like no other. In Predicting the Turn, Knox lays out brilliant-but-simple strategies for how large companies can meet their industries' inevitable disruption head on. Through real-world examples of technology impacting even the most traditional organizations, he shows how the startups, software, and social changes these companies fear might just be their salvation. --Pete Blackshaw, Global Head of Digital & Social Media, Nestlé
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I think the case made in Predicting the Turn is well made and the 'how to meet the challenge' sections are probably as well developed as they could be, I think the reality is that large brands and the companies behind them have been optimized to run a certain way, and changing that quickly is not something easily done (understatement of the year?) - for example:
-when your rewards relentlessly focus on syndicated share data as perhaps THE single most important measure - how do you address competitors who sell direct or in channels that are not measured?
-when marketing investments are largely driven by annual MMM results, how do you make material investments in activities that are either not measured or are measured in a set of circumstances that will change in mid-cycle?
-how do address the dichotomy of rewards and career systems that simply don't match the required rate of change, lead your younger talent to leave given payoffs that are decades out, and discourage risk taking?
These are some of the nuances that can be debilitating both in competing with and partnering with startups operating in an entirely different worldview. The cases noted at the end of 'Predicting the Turn' should be useful jumping off points for leaders who seek to be catalysts for change.
For bigger companies, the options are ‘Acquire’, ‘Invest’, ‘Partner’, or ‘Build’. Each of these tactics have pros and cons that the book brings to life through easy-to-read stories of real world companies.
I also highly recommend the book to anyone working at start-up companies, to help better understand how to think about working with large companies.
The author, Dave Knox, has the perfect experience to write a book like this. Dave has helped large corporations, like P&G, go through their own digital transformations, and Dave has worked with and invested in dozens of start-ups through his founding of the successful accelerator called the Brandery.
For people who want to better understand the impact of innovation and how to respond, this is the best book I have read since Clayton Christensen's "The Innovator's Dilemma".