By Akos Tolnai and Christopher Skinner Go to market strategy was a stronghold, captained by marketing. The more you could spend on marketing or, in general, customer acquisition, the steeper the growth curve would be. Or to put it this way: even a mediocre product could become a success with substantial marketing spending. The last…

This is a brief article describing customer desire vs viability and feasibility. Customer desires, they’re unmet needs can be described as somewhere between low and high and shown on the above y axis. The ability of your organization to build a viable and feasible product can be seen as either low or high on the…

When you look at the pathways to building new capabilities, solving product-market fit, jobs-to-be-done and ultimately growing your business, there are a few different pathways. Often the pathway of the leader is to First create efficiencies, explore and discover new ideas and eventually build new capabilities. This is traditionally the much longer path taking anywhere…

A well-run balanced scorecard process enables product-market fit to thrive. How? From Harvard Business School: What you measure is what you get. Senior executives understand that their organization’s measurement system strongly affects the behavior of managers and employees. Executives also understand that traditional financial accounting measures like return-on-investment and earnings-per-share can give misleading signals for…