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ts fundamental belief is that those with the most expertise and experience in a domain should have decision rights for that domain. This is based on two views: First, Apple competes in markets where the rates of technological change and disruption are high, so it must rely on the judgment and intuition of people with deep knowledge of the technolog... See more

hbr.org • How Apple Is Organized for Innovation

- Identify the most relevant trends.- Plan a desirable ecosystem and identify the value pools.- Tightly define the core value proposition.

Istvan Rab • A design-led approach to embracing an ecosystem strategy

The problem with that is true defensibility purely at the product level is really rare in the Valley, because there are a lot of really good engineers. And there are new ones every day, whether they’re coming out of Stanford or coming in from other countries or whatever. And then there’s the issue of leap-frogging. The next team has the opportunity

Elad Gil • High Growth Handbook: Scaling Startups From 10 to 10,000 People

Building Block #2: Pick the Right Type of Pricing Strategy

Georg Tacke • Monetizing Innovation: How Smart Companies Design the Product Around the Price

Value Who is most likely to use this? Who buys it? Who influences decisions? Do they prioritize the problem? What else are they considering that is similar? What have I said/shown you that is most compelling (aha moment)? If probing relative urgency: If you had 10 points in your budget to allocate to solve your most urgent problems, how many points

Martina Lauchengco • Loved: How to Rethink Marketing for Tech Products (Silicon Valley Product Group)

by go‐to‐market channel,

Marty Cagan • INSPIRED: How to Create Tech Products Customers Love (Silicon Valley Product Group)

This means that the very mechanisms through which organizations create value are intrinsically inimical to change.

Clayton M. Christensen • The Innovator's Dilemma

Monetizing Innovation: How Smart Companies Design the Product Around the Price

Madhavan Ramanujam

amazon.com

Cover of Monetizing Innovation: How Smart Companies Design the Product Around the Price

Robert Sterns, who was chief strategist at Compaq until he left in 1998, saw the Digital acquisition as a mistake. “In his [Pfeiffer’s] quest for bigness, he lost an understanding of the customer, and built what I call empty market share—large but not profitable.”