Author Archives: Thomson Dawson
Business leaders lean on terminology like “design thinking” to define and quantify the process for innovation. It doesn’t matter what you call the process, what we all desire is more creativity in the process. Creativity is elusive. Continue reading
Many marketing people are obsessive about the urgent work of competing rather than the more important work of creating. Brand owners and managers are busy people! They’re busy everyday in back-to-back-meetings. They’re under increasing pressure to create more revenue, and get more stuff done as cost effectively (cheap) as possible. They’re thinking about supply-chain logistics, product development, pricing, channel strategy, promotions, customer service and their competitors. Continue reading
We’ve noticed a common thread among many companies these days. When thinking about innovation – most seem to be heavily focused on providing incremental features and benefits as a cornerstone for their competitive advantage. What seems to elude many executive leaders is a lack of understanding that people do not buy products, they buy into meanings.Maybe the reason for this is simply the physics of most organizations inhibits radical innovation and the competitive advantage that results. What matters the most to people is not the function of a product, but their emotional, psychological and cultural connection to what a product means to them. The key to sustained competitive advantage for companies is to innovate around meanings rather than function and performance. Radical Innovation does not happen when you bring people an incremental improvement of what they already know. Rather, radical innovation (and market leadership for that matter) is the result … Continue reading
