I love his mind:
Where do new rules come from? Here are five questions every
decision maker should kick off 2009 by asking - and five results
summarizing some of the new rules we've learned over the last year at
the Lab.
***
What is the role of marketing in a world where consumption must slow?
In the 20th century, marketing was the pusher of a consumption
addiction: Madison Ave's game was to create perceived value by
"differentiating" the same razors, blades, and toothpaste. At the Lab,
we've found that companies who create perceived value are significantly
less profitable and more vulnerable than companies who are rethinking
marketing to create real value. Think (the awesome) Nike Plus.
What is the role of distribution in a world where consumption, savings, and investment will accelerate in volatility?
In the 20th century, advantage was attained by seizing or building
distribution channels. At the Lab, we've found that value chains built
on inert channels are significantly less profitable than value chains
built on circuits - two-way channels, where context flows in one
direction, and goods in the other. Think (the totally radical)
Threadless.
What is the role of production in a world where consumption becomes savings?
In the 20th century, economies of mass scale led giant, evil
corporations to a cost advantage. The flipside was a world of
homogeneous, mass-made widgets overflowing from bleak exurban shelves.
At the Lab, we've found that scarcity pays: companies who can rescale
production at the micro-level are disproportionately more profitable
and powerful. Think (the industry-reshaping) Zara.
What is the role of strategy in a world where the game is no longer about winning more consumption than rivals?
In the 20th century, strategic thinking helped players "win" wars
fought against rivals - the most strategic player "won" the greatest
relative share of consumption (market share, mind share, etc). At the
Lab, we've found steeply diminishing returns to orthodox strategy -
because, like actual war, it destroys tomorrow for today. The 21st
century demands a rethink of what's "strategic" - versus what's merely
selfish. Think (the eminently anti-strategic) Google.
What is the role of innovation in a world where greater investment will flow to reinventing moribund industries?
In the 20th century, innovation was about processes, products, and
services: that's why most boardrooms are still investing in lower-order
innovation. At the Lab, we've found that higher-order innovation -
business model, strategic, and management innovation - is associated
with significantly more powerful and durable value creation. Think
Apple (reinforcing simple product innovations, like the iPod and
iPhone, with disruptive new value chain designs, via iTunes and the
Apps Market).
Here's a final thought.
The need for boardrooms to to reconceive and reinvent
business was never more urgent than it is today - because the clock is
ticking. The new rules we've discussed at length over the last
year or so aren't the only ones out there: there are plenty more in
store for radical innovators. But the time to do so is now:
by the end of 2009, our expectation is that organizations that aren't
powered by at least 2-3 new rules will start going slowly but surely
extinct.
This is the only kind of thinking that is going to help enterprises survive and thrive.
Have you noticed that even the pundits are worried now? Here is the normally boosting WSJ:
Economists Kenneth Rogoff of Harvard and Carmen Reinhart of the University of Maryland have a particularly grim view of the economic outlook.
In a fascinating new paper
that Mr. Rogoff presented this weekend at the annual meeting of the
American Economic Association, they offered some sobering details on
what has happened to other countries in the aftermath of severe
financial panics like the one the U.S. is now experiencing.
Their bottom line: If history is any guide, the housing market might
not bottom until 2010, a stock market rebound isn’t in sight, the
unemployment rate could exceed 11% and government debt is about to
soar.
The work is an extension of long-running research by the two
professors on the history of financial crises. In past work, they
compared the U.S. situation to financial crises in developed countries.
This time, they are adding in the experiences of developing after
concluding that severe emerging-market crises aren’t all that different
from crises in developed markets.
The paper is refreshing because it’s straightforward — it isn’t
overloaded with Greek formulas and questionable regressions. Instead,
they look at what happened to 22 economies ranging from Indonesia in
1997 to the U.S. in 1929 after a major crisis. (Most of the countries
are from the past quarter century, though strangely, they lump in
Norway from 1899.)
They find that unemployment rises by 7 percentage points on average
after a severe financial crisis and doesn’t peak until four years after
the crisis. The jobless right bottomed at 4.4% last year. If history is
a guide, it could rise above 11% by 2011.
They find that housing downturns last six years — meaning a recovery
is still about three years away. Moreover, stock-price declines last
three and a half years and total 55%. That would put the Dow Jones
Industrial Average below 6500 before this is done. Moreover, government
debt reaches 86% of gross domestic product –- or $12 trillion. This
last data point on government debt is particularly sobering. Despite
all of the hope that policy makers are putting on fiscal stimulus, it’s
not like it hasn’t been tried before.
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