Geoffrey Moore

While most executives acknowledge that culture is a powerful force in their companies, especially when it comes to rolling out changes, few have found models that enable them to manage or direct it. Leveraging work that traces all the way back to Maslow’s Hierarchy of Needs, Moore describes a no-nonsense four-culture model that lets managers identify the culture of their corporation, the culture of their workgroup, and their own personal cultural preferences-all to enable more effective change management.

When processes no longer differentiate a company’s offerings, they go from being core to context, but because they are often still mission-critical, they continue to consume large amounts of highly skilled resources. Over time, this results in less and less differentiated offers, resulting in lower revenues and margins, and a general decay in competitiveness. The productivity miracle is a simple one: Extract resources from current mission-critical context in order to staff and fund next-generation core. How to do so, however, without destabilizing your business or demoralizing your workforce, is not simple. Geoff Moore will outline a set of best practices for so doing and illustrate them with case examples from leading clients.

Marketing has always meant different things to different people, but in the engineering-centric world of high tech, it has always been a bewildering discipline. Geoff Moore draws on twenty years of consulting in the sector to outline a model of five separate disciplines to help marketing teams and their colleagues see where they can best invest their time and resources, given the specific challenges they are currently facing.

Whenever a company’s strategy involves entering a new market or sponsoring a disruptive innovation, the sales force is compelled to find customer executive sponsors outside the IT organization to help offset the inertia and skepticism it faces within it. Leveraging twenty years of consulting both to start-ups and Fortune 500 clients, Moore shows how the normal path of solution selling and lead-generation marketing fails to make these critical connections and outlines the new approach that is required.

Leveraging two years of research sponsored by SAP, Moore lays out a model for mapping power shifts in your business ecosystem and their impact on your company’s competitive profile. He then goes on to show how executives can reposition their enterprises to capitalize on a new set of market dynamics.

For most of the past four decades, enterprise investments in IT were driven by the need to automate and globalize the great systems of record: Financials, Order Processing, Inventory, HR, CRM, Supply Chain Management, and the like. As we near the end of this decade, that work is largely done, so now what? Moore argues that the agenda for enterprise IT in the coming decades is even more challenging and far-reaching, and will drive even more investment than its predecessor.

Why is innovation such a challenge in established enterprises? Moore shows it is not because they cannot innovate. Instead, the trouble starts with a tendency to innovate in too many different dimensions at the same time and then comes to a head when they try to deploy their next-generation offerings leveraging resources shared with their established franchises. Knowing these to be the real challenge, Moore then shows audiences how they can intervene to unblock the flow of innovation in their enterprises.

?The landscape of high tech has changed dramatically in the almost two decades since Crossing the Chasm was first published. How applicable is the Technology Adoption Life Cycle today? Follow Geoff Moore as he revamps this foundational model to meet the challenges of Web 2.0, clean tech, biotech, and next-generation enterprise IT.