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To Know Your
Enemy, Become Your Enemy
Why do new products
fail? Because any
breakthrough innovation
and a
journey from a idea to customer success has a lot of
enemies, both
internal and external.
Make it a habit to take another’s
point of view.
If you were your target
customer group, how would your disruptive offering seem to
them? What they may dislike or be suspicious of? What
existing ties may cause their strong resistance to change?
What could make them abandon their old habits and
switch to
your product?
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If you were your multi-faced
and multi-faceted
competitor, how would you try to kill your
innovation? Would you target the team, the partners, the
market, or all of them? How could you outsmart the
competitors,
anticipate their attacks and prevent or
solve problems created by them?
How could you
turn these problems to opportunities?
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If you were the
Resistance To
Change, what barriers would you erect inside and around your
project? How could you
overcome these barriers?
If you were the
Bad Luck, what
failures would you cause in your
product, project, technology,
organization, processes,
partnerships or
customer creation
and
acquisition approaches?
How could you reduce these risks or
turn these failures into opportunities?
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