The need for high-speed innovation has
Posted: Sat Jan 18, 2025 10:36 am
Time-to-market
Increasing digitalisation places high demands on the time-to-market of new products and services. In the consumer electronics market, Apple has set the tone with its rapid successive product introductions. Samsung and Google are now playing a nice tune in this rat race. But there are also victims. The former market leaders Nokia and Microsoft no longer seem to be able to keep up with the pace of the market.
“It is no longer the big established firms that dominate the small ones… it's the fast and adaptive firms that now dominate the slower firms.”
John Sullivan, 2013
now spread to all sectors. Higher demands are being placed everywhere on the time between the design of a new product and the moment it is launched on the market. What is striking is that it is not the large organizations that are leading the way in this development, but rather the small, new companies. Young start-ups appear to be better able to use the new digital possibilities and thus respond more quickly to changing consumer needs.
Fast and slow organizations
The aforementioned need for speed separates the wheat from the chaff. paraguay mobile phone number list In all sectors we find fast and slow companies. For example, OAD Reizen, Free Record Shop and Kodak responded too slowly to the changes in their environment to keep their heads above water. Google, Amazon and in the Netherlands among others Transavia and Wehkamp, have shown that they can change quickly enough.
Fast and slow organizations
Fast and slow organizations
7 lessons from fast organizations
There is much to learn from fast organizations. Below I describe seven lessons that you as a person or company can learn from the top performers in the field of organizational speed.
1. Speed can prepare you
Oreo’s rapid response to the Super Bowl power outage wasn’t a fluke. It was carefully planned. A year and a half before the successful tweet, the company had already decided to communicate daily based on current events via Facebook and Twitter, among other things. When the lights went out in the New Orleans Super Dome, Oreo already had a well-oiled machine ready, accustomed to responding lightning-fast via social media.
Increasing digitalisation places high demands on the time-to-market of new products and services. In the consumer electronics market, Apple has set the tone with its rapid successive product introductions. Samsung and Google are now playing a nice tune in this rat race. But there are also victims. The former market leaders Nokia and Microsoft no longer seem to be able to keep up with the pace of the market.
“It is no longer the big established firms that dominate the small ones… it's the fast and adaptive firms that now dominate the slower firms.”
John Sullivan, 2013
now spread to all sectors. Higher demands are being placed everywhere on the time between the design of a new product and the moment it is launched on the market. What is striking is that it is not the large organizations that are leading the way in this development, but rather the small, new companies. Young start-ups appear to be better able to use the new digital possibilities and thus respond more quickly to changing consumer needs.
Fast and slow organizations
The aforementioned need for speed separates the wheat from the chaff. paraguay mobile phone number list In all sectors we find fast and slow companies. For example, OAD Reizen, Free Record Shop and Kodak responded too slowly to the changes in their environment to keep their heads above water. Google, Amazon and in the Netherlands among others Transavia and Wehkamp, have shown that they can change quickly enough.
Fast and slow organizations
Fast and slow organizations
7 lessons from fast organizations
There is much to learn from fast organizations. Below I describe seven lessons that you as a person or company can learn from the top performers in the field of organizational speed.
1. Speed can prepare you
Oreo’s rapid response to the Super Bowl power outage wasn’t a fluke. It was carefully planned. A year and a half before the successful tweet, the company had already decided to communicate daily based on current events via Facebook and Twitter, among other things. When the lights went out in the New Orleans Super Dome, Oreo already had a well-oiled machine ready, accustomed to responding lightning-fast via social media.