Did you know that you might have the next Kim Kardashian or Kylie Jenner on your staff?
Though it’s likely that none of your mild-mannered employees have 300 million social media followers piled up –like the aforementioned sisters – it IS possible to turn a team player into a social influencer.
Thu, Jun 10, 2021 — Part 4: Business Case – The Second Phase Gate By Angus Robertson, Ahmet Abaci and Beth Somplatsky-Martori As we prepare to discuss the second phase gate needed to validate your new product idea – the business case – first, a juicy story. You may remember a while back hearing of a new company that was going to revolutionize the process of delivering freshly squeezed fruit and vegetable juices to the masses. Named Juicero, the product hinged on a Keurig-like drink machine that would turn bespoke packets of fresh ingredients into the kind of juice you’d get from an extractor – without the mess and the need to raid the local farmer’s market.
Thu, Jun 3, 2021 — Part 3: Concept Development – The First Phase Gate By Angus Robertson, Ahmet Abaci and Beth Somplatsky-Martori It takes more than luck, randomness, or the alignment of the stars to achieve success. Reaching our more earth-bound goals requires studious planning, hard work – and the ability to narrow our focus in the face of the shiny objects that compete for our attention
Fri, May 28, 2021 — Part 2: Harnessing Entrepreneurial Energy For Improved Success By Angus Robertson, Ahmet Abaci and Beth Somplatsky-Martori The road to nowhere is littered with loose ends: Half-finished projects, great ideas that died on the vine, and wasted resources that chipped away at profitability and the bottom line. In a world where startup energy and entrepreneurship are prized, there certainly is no lack of passion about that “one great thing” that is going to transform the company and change the world.
Fri, May 14, 2021 — Blog 1:Introduction to What it Takes to Innovate By Angus Robertson, Ahmet Abaci and Beth Somplatsky-Martori Sometimes, there’s a razor-thin margin between success and failure. In the world of shaving, this is more than a figurative statement. Just ask the folks at Gillette, which dominated the $3.5 billion market for razors and accessories for more than a century. At Gillette, innovation mostly consisted of adding the occasional blade to its disposable cartridges, but there was little incentive to otherwise rock the boat of its delightful recurring-revenue model (after all, hair continues to grow, whether we want it to or not).
