Apple & disruptive innovation: 4 questions innovators need to ask before moving forward!

Arthur Weiss Competitive Intelligence 0 Comments

Steve Jobs thought that most people live in a small box. “They think they can’t influence or change things a lot.” Jobs urged his staff to reject that philosophy as untrue. Disruptive innovation is seen by many companies as a threat to them – but not by Apple who are happy to embrace disruptive technologies. An interview with Tim Cook, Apple’s CEO, in FastCompany magazine shows that things are not as simple – and this offers lessons for all companies looking at new technology. The key points are that Apple doesn’t go for every new technology. First they need to understand and have faith in the primary technology behind an innovation. They then consider two questions: What can Apple add to this – and will it be embraced by society or be seen as something positive. These are interesting questions as a new technology will only be disruptive when people …

Pluralistic Ignorance

Arthur Weiss Competitive Intelligence, Competitive Strategy, Leadership & Management 0 Comments

“Pluralistic Ignorance” is a phenomenon that prevents people questioning when they fail to understand something or disagree with an issue, but feel that they are the only ones doing so. It leads to “group-think” whereby a group of people fail to face up to false intelligence because they don’t wish to appear foolish by questioning it.

Testing perceptions – Myers-Briggs and false appearances

Arthur Weiss Competitive Intelligence, Leadership & Management, Other 0 Comments

The Myers-Briggs Type Indicator is often used in recruitment and to analyse and assess individual personalities. Using such tests remotely is dangerous as often the perception gathered is based as much on one’s own personality type as on that of the target.

Analysing weak signals for competitive & marketing intelligence

Arthur Weiss Case Studies, Competitive Intelligence, Competitive Strategy 6 Comments

There is an approach to analysing weak competitive intelligence signals that can help sort the wheat from the chaff. When you have a collection of weak signals don’t treat them all the same but categorise them, and then examine the source and why the information became available. 4-corners analysis and hypothesis testing can then be used to make decisions based on weak signals.