Mike, you make a good point. Start with sale or client success and work backwards from there. Everything starts with sales including what we call a business.
Subash, how do we handle innovation when there is no product? I would think that we need to understand demand for solving a problem in the market. The market is not a product * number of people * price. The market is actually people trying to accomplish something...getting a job done.
In that model, there has yet to be a sale. This is why I have sales downstream on the right, and strategy upstream on the left. Each capability works together as a collective whole to help a company reach its objectives, but helping customers reach their objectives. It highlights the need to view downstream capabilities or functions as internal customers instead of fighting over "who is the innovator" or "who owns revenue."
Unfortunately, many companies view the left end of the map as "cost centers."
Mike, you make a good point. Start with sale or client success and work backwards from there. Everything starts with sales including what we call a business.
Subash, how do we handle innovation when there is no product? I would think that we need to understand demand for solving a problem in the market. The market is not a product * number of people * price. The market is actually people trying to accomplish something...getting a job done.
In that model, there has yet to be a sale. This is why I have sales downstream on the right, and strategy upstream on the left. Each capability works together as a collective whole to help a company reach its objectives, but helping customers reach their objectives. It highlights the need to view downstream capabilities or functions as internal customers instead of fighting over "who is the innovator" or "who owns revenue."
Unfortunately, many companies view the left end of the map as "cost centers."