Know-How Exchange : Strategy

nareshsethi,

I Like what thinkmor™ said, you can’t turn a tanker as easy as a speed boat. There certainly can be (and probably are) systematic approaches within global companies, but they would operate counter to their corporate cultures – it’s just not in their DNA.

For example, Nike – a rather progressive global brand giant -- wanted to tap into the beach/surf/skate scene. They could have ‘created’ a brand via internal systems, but they were late to the party and a Nike created brand wouldn’t have street credibility with their target. So, Nike bought Hurley International in an attempt to backdoor into this niche/segment.

Trends come out of the streets, grass roots, not boardrooms. Global companies would need the equivalent of undercover detectives to get into the action early enough to be consider true trendsetters of origin. I’m not even sure these corporations would benefit from such early trend spotting.

Just my two cents.

Hope it helps,

- Steve

P.S. try searching Google for the Faith Popcorn report

SteveB and thinkmor are correct. Large companies don't usually spot emerging trends very well ... because they are large companies and have lots of vested interest in maintaining the culture, avoiding risk, etc.

I've been able to sell a lot of consulting services to companies like that, though, because they really value the ability to "get in front of the curve" and recognize (with my help, of course) that they can't do it alone.

This, in my experience, is a situation in which hiring an outside consultant is just about the only solution. It's like the ocean liner hiring a small "captain's gig" that can be more nimble and flexible than the mothership. The consultant does the exploratory, brings back the lesson, works with the client on a solution, and helps ensure that the project doesn't stray from its strategic objective.

As a consultant, these kinds of projects are the most fun and most rewarding of all. Examples? Lots of them, but I wouldn't feel comfortable giving them without specific approval of the clients. For "generic" examples, see The Potato Chip Difference (www.potatochipdifference.com). I have several examples in there without identifying the clients. (Book also available on Amazon.com, bn.com, major bookstores in the US, public libraries, etc.)

This idea of large corporates not being in a position of picking up trends quickly or easily is a valid one, working for blue chip businesses, I know that these trends ARE picked up, its just that the internal processes for funding and development take their toll on 'speed to market'.

There isn't an easy answer unless a large business wants to accept any potential risks and develop a team of developers that work to more streamlines processes.

I haven't any clear examples that businesses have adopted this approach! I just know plenty of businesses that talk about it.
And isn't it an American saying that "Pioneers have arrows in their back!"

It's probably not so elusive if you simply retain one of the trend expert firms to keep pinging the universe for you.