1. Methods to disrupt the industry
Numerous approaches to disrupt an industry: focus on customer/market relevance or operational excellence
Difficult to achieve competitive differentiation if the focus is solely on one or the other
Must consider both as they are interrelated and interdependent
Customer/market relevance:
Operational excellence: innovatively use technology for higher/better performance and quality (at lower costs), improved productivity, reduced waste
2. Creating an internal and external focus
Internal focus | External focus |
What do we need to do to continue doing business ? What do we need to do differently ? How do we manage the risk associated with each opportunity ? How do we monitor and control our journey ? How can we improve operational efficiencies ? How can we reduce costs ? How do we get to where we want to be ? |
What markets do we serve ? What products and services do we currently provide to the market? Are they valuable ? What opportunities are there for growth or disruption? What threats do we face ? What capabilities do we have that open new avenues for us in existing or new markets ? |
3. Influencers on organizational market position
Strategies must balance customer need/market relevance and operational excellence:
Utilize a balanced approach (small, incremental changes) to reach the sweet spot of improvements:
Looking outwards | Looking inwards | |
Customer/market relevance | How are customer needs changing ? What products and services will they need ? How will they procure and use them ? What opportunities are emerging ? How easy will it be to do business with the organization ? What PESTLE factors need to be considered ? |
How do we engage with customers ? How do customers experience the way we deliver products and services ? How do our employees and technology support the customer experience ? What will we need in order to exploit new opportunities ? |
Operational excellence | How do other organizations perform ? What technologies do they use ? How much do they spend on running their business ? What PESTLE factors need to be considered ? |
What are our capabilities ? Is there a better way of running the business ? Can we use technology more effectively and efficiently ? How will performance need to improve over time ? |
Go back to ITIL 4 Strategic Leader Certification Course: Disruption to finish this chapter or to the main page ITIL 4 Strategic Leader Certification Course.
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