Who Do You Want Your Customers to Become?
what overlaps and distinctions exist between your competitors’ ask and your own? Do nascent “new entrants” exist whose asks might innovatively subvert customer expectations and behaviors?
Michael Schrage • Who Do You Want Your Customers to Become?
The human capital of customers matters. Increasing the human capital stock of customers and clients is as economically, financially, and strategically important as managing the human capital capabilities of the firm.
Michael Schrage • Who Do You Want Your Customers to Become?
For Apple’s and Pixar’s innovators, the value of self-awareness trumped any need for customer focus. By designing for themselves, they transformed their most demanding customers.
Michael Schrage • Who Do You Want Your Customers to Become?
The innovator’s ask explicitly addresses the kinds of customers companies want—and need—to create.
Michael Schrage • Who Do You Want Your Customers to Become?
Key Insight #4: Align customer vision (what you want your customers to become) with user experience (what you are asking them to do). Key Insight #5: If you can’t be your own best beta, find and design the customers who can. Key Insight #6: Anticipate—and manage—the dark side of The Ask.
Michael Schrage • Who Do You Want Your Customers to Become?
most unexpected conversation
Michael Schrage • Who Do You Want Your Customers to Become?
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Innovation capital creates human capital creates financial capital—and vice versa. Innovation can and should be thought of as a source of capital creation.
Michael Schrage • Who Do You Want Your Customers to Become?
Designing tomorrow’s best customer is not the same as designing tomorrow’s
Michael Schrage • Who Do You Want Your Customers to Become?
Value creation transcends sales and exchange. Investments are more than simple transactions; they’re a bet on the future of value.