When is it possible for David to beat Goliath in the platform economy? On March 25 mighty Uber bowed out of Southeast Asia by selling its operation in several countries to local rival Grab. The news came as a surprise to many observers. Grab, which launched its service in 2012 with 40 drivers in Malaysia, came late to the …
For Some Platforms, Network Effects Are No Match for Local Know-How Read More »
A bold decision always looks good—until it is wrong. To facilitate evidence-based decision-making, managers must carry out frequent experimentation to diminish the dark space of ignorance and to arrive at conclusions with the required level of familiarity. Critical assumptions must first be identified and then proved right through rigorous experiments. As recounted in my book LEAP, forward-looking …
The Revolutionary Approach Honda Took to Rise Above Competition Read More »
The upshot is that artificial intelligence, machine learning, and cognitive computing can exert either a complementary effect or substitutional pressure. But that outcome is not predetermined.
When industry knowledge matures, copycats always catch up. Because latecomers often inherit a lower cost structure without the legacy assets, they exert competitive pressure on industry pioneers. That’s why Steinway can’t compete against Yamaha, even though it has always made the finest pianos in the world. To more than 90% of concert artists, including such legendary virtuosos as …
These Dueling Piano Companies Can Teach Business Leaders How To Handle Copycats Read More »
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