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Geoffrey MooreAuthor, Co Founder & Managing Director at TCG Advisors, LLC |
| Contributions |
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| Books |
| Contributions |
| Video: Core, Content and the Cloud |
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April 12 2010
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The Managing Director at TCG Advisors on the Business Drivers that are Shaping the Cloud Computing Industry. |
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| Video: Just the Essentials: Focus on the Core |
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October 22 2009
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After three decades of delivering systems of record, IT must focus on collaboration. With Global communications and supply chain disaggregated, the Cloud is the key to help businesses focus on their core and increase innovation. |
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| Video: Digital 2.0: Powering a Creative Economy |
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August 17 2009
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New Technology designs are enabling a wide range of consumer and business products while creating the foundation for disruprive forces. This panel of experts discuss what we can expect to see in the next phase of the technology revolution, what the next generation technologies to drive the global economy are, and will new companies or today's multinationals be best placed to capitalize on these new opportunities. Panelists include: John T Chambers, President and Ceo at Cisco Systems, William H Gates, Chairman and Chief Software Architect at Microsoft Corp, Eric Schmidt, CEO at Google, Niklas Zinnstrom, Co-Founder and CEO at Skype Technologies. The Panel is Chaired by Geoffrey Moore, Managing Partner at TCG Advisors. |
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| Video: Provoke Your Customers and Stimulate Sales Today |
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June 04 2009
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Crossing the Chasm Author Geoffrey Moore & VP of Marketing at Sybase, Mark Wilson discuss Geoffrey's recent Harvard Business Review article, In a Downturn, Provoke Your Customers, which challenges old consulting-based methods. They talk about why this bold approach is critical to success in today's tough market and provides you with tips that will help you sell even when the budgets aren't there. |
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| Video: Crossing the Chasm Promo |
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March 02 2009
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Crossing the Chasm Promo |
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| Article: Sybase TechWave: Geoffrey Moore |
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August 06 2008
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Geoffrey Moore shares his thoughts on the shift away from systems of record and SAP highlights the changes this has brought to its CRM thinking. |
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| Presentation: Geoffrey Moore Speaks About His Method of Provocation-Based Selling |
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June 09 2008
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Geoffrey Moore spoke about his method of Provocation-Based Selling to a sold-out audience at the (Technology Entrepreneurs' eXchange) Austin chapter's June 2008 event. |
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| Article: To Succeed in the Long Term, Focus on the Middle Term |
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July 02 2007
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Moore addresses the obstacles companies face in lasting over the long term. He locates a common problem in the "Horizon 2 vacuum," referring to the strategic horizons outlined by McKinsey's Mehrdad Baghai and colleagues in "The Alchemy of Growth." |
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| Article: Innovation In Motion: How To Keep It Going |
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April 02 2007
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In his series on innovation, Geoffrey Moore has discussed return on innovation, innovation strategy, and funding. |
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| Article: How To Find Innovation Coins In The Couch |
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March 02 2007
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How To Find Innovation Coins In The Couch Streamlining processes frees up resources for competitive differentiation |
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| Article: How to Find Your Competitive Advantage |
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July 07 2006
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If a product or process allows you to differentiate from your competitors, it's "core". For Domino's Pizza, delivery is core. |
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| Article: Top 10 Innovation Myths |
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February 03 2006
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Software vendors seeking success need to push past the excuses, find differentiation and swallow this dose of business reality. |
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| Article: Strategy and Your Stronger Hand |
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December 02 2005
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Geoffrey Moore explains why it's crucial to know which of the two types of company yours is and how that should affect your strategy-and practically every aspect of your business model. |
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| Podcast: How Do You Play Tennis When No One Returns the Ball? |
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May 05 2005
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This podcast by Geoffrey Moore is yet another napper slapper if you are watching the impact of open source and the economics of competing as a capitalist entity against a collaboration culture. |
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| Article: Open Source Has Crossed the Chasm...Now What? |
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April 07 2005
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Open source has crossed the chasm and is heading straight for the tornado. In this keynote address from the Open Source Business Conference 2005, Geoffrey Moore proposes a marriage between the capitalist community, which is inherently competitive, and the open source community, which supports voluntary collaboration and cooperation. |
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| Dealing with Darwin business competitiveness in the 21st century with a focus on managing innovation and inertia |
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| November 22 2008 |
| Nothing like a global recession to create Darwinian effects! One consequence is that my partners and I have started a new blog called Conversations with TCG Advisors http://tcgthinking.typepad.com/. It is about all the same kind of topics as this blog,... ... read more >> |
| January 27 2007 |
| As the underlying technologies of IT, telecom, and media converge, the executives of the leading firms in each industry have more and more reason to communicate with one another. Alas, sometimes the best of intentions lead to unintended outcomes, not... ... read more >> |
| January 25 2007 |
| Dealing with shifts in power is the theme of this year’s World Economic Forum meeting in Davos, and it makes a very good platform to discuss a wide range of issues, including the following power shift vectors, all bubbled up... ... read more >> |
| December 04 2006 |
| There are few things more seductive to a tech-sector management team than the thought of becoming the next industry-enabling platform. Virtually every major corporation has a platform strategy, not to mention an equally elaborate set of plans to prevent any... ... read more >> |
| November 07 2006 |
| For innovative offers to create competitive advantage in mature markets, they must clearly and cleanly separate themselves from the crowd. Otherwise customers and consumers are unmotivated to seek out a specific vendor, and commoditization wins out. Engineers call this type... ... read more >> |
| October 29 2006 |
| As markets mature, customers give preference to types of innovation that leverage experience and know-how. In the consumer sector, for example, marketing innovation and experiential innovation come to the fore—the sort of thing that separates Apple, Startbuck’s and Nike from... ... read more >> |
| September 16 2006 |
| One of the harsh realities in the coming of age of an economic sector is the loss of external funding for growth. Growth capital is typically attracted by Cumulative Average Growth Rates (CAGRs) of 20% and above—that’s what makes for... ... read more >> |
| August 28 2006 |
| Sarbanes Oxley, Year 4. The Big 4 cannot hire enough people to administer audit projects, so quality is at record lows, and asininity of compliance rulings is at an all time high. To paraphrase Jack Nicholson from As Good as... ... read more >> |
| August 16 2006 |
| God love BusinessWeek and Interbrand for their Top 100 Brands survey. It is absolutely critical that brand be valued as a strategic asset, and the Interbrand approach, while subject to debate, is as good a place to tart as any.... ... read more >> |
| August 14 2006 |
| Responding to Robert Young's blog on socially integrated media empires, I, like everyone else on the planet, am fascinated by the self-organized emergence of social media a la YouTube, Flickr, MySpace, Facebook, et al. Who knew? How much is fad... ... read more >> |
| August 14 2006 |
| Fortune's “story” here is that Jack Welch’s rules are wrong, but the writer from Fortune has seven new ones that are right. Let me say from the outset, this sort of thing drives me nuts. I would call it “autonomic... ... read more >> |
| August 14 2006 |
| Reading Guy’s column makes obvious that Chris Anderson's The Long Tail is a the basis for marketing and distribution company, not a product company. Indeed, the key idea is that failed products in aggregate make valuable inventory provided that the... ... read more >> |
| June 09 2006 |
| This piece follows up a request from the World Economic Forum for thoughts about the Digital Ecosystem, in preparation for framing the 2007 agenda at Davos. I would really appreciate any comments that would expand, improve, or correct these lines... ... read more >> |
| April 29 2006 |
| This past week Intel surprised analysts with the latest in a set of uncharacteristically weak performances, especially in comparison with AMD. This has led some analysts to question Paul Otellini’s suitability to lead the company, falling prey to an over-fixation... ... read more >> |
| April 24 2006 |
| As more and more leading corporations in developed economies butt their heads against the demands for top-line growth, they are finding that their “Defend and Grow” strategies are spending most of their time defending rather than growing. Much of the... ... read more >> |
| April 10 2006 |
| Competing for market share drives some of the best—and some of the worst—management decisions in business. Companies are particularly susceptible to going astray at the end of the quarter when they seek to use market share impact to justify horrendous... ... read more >> |
| March 22 2006 |
| As my colleagues and I developed our model for Return on Innovation, we saw three sources of attractive returns. They are: 1. Differentiation leading to sustainable competitive advantage. The return comes from customers preferring your offer over the competitor’s (more... ... read more >> |
| March 03 2006 |
| I was thinking about the Skype acquisition by eBay the other day—some $2 to $4 billion dollars, depending on earn-outs—and how shocking that sum sounds, especially for a company with very small revenues. But management and investors both make a... ... read more >> |
| March 03 2006 |
| Values-based performance characterizes collaboration cultures who commit to altruistic ideals, live these values in their work, and earn thereby the trust of customers and partners . Performance-based values characterize competition cultures who continually hold themselves accountable to objective metrics of... ... read more >> |
| February 08 2006 |
| This blog entry is in reply to Tom Foremski's challenge to one of the points in the previous blog. Before proceding further, please do read that piece (see below) and then his piece. Now I could just agree with Tom,... ... read more >> |
| February 08 2006 |
| NOTE; I wrote this piece for Sandhill.com. I am reprinting it here a) for your convenience, and b) because Tom Forenski is taking issue with a key point I am making, and I want to be able to reference that... ... read more >> |
| January 28 2006 |
| My favorite thing to do at Davos is to help facilitate the Technology Pioneers program. Each year the Forum invites two to three dozen technology entrepreneurs to come to the Davos meeting, to share their visions and participate in the... ... read more >> |
| January 28 2006 |
| Yesterday I had the good fortune to moderate a Davos session on the future of technology where the panelists were Bill Gates, John Chambers, Eric Schmidt, and Niklas Zennstrom. For those interested in the full record, there is a podcast... ... read more >> |
| January 28 2006 |
| One of the things I love about coming to Davos is that the perspective is Euro-centric, not US-centic, and everything looks different when you change the lens. This time I had not even got to the hotel before I had... ... read more >> |
| January 21 2006 |
| Ever since I got involved in the information technology sector back in the 1970s, the promise of business analytics has been a siren song. Mine the transaction data under your management to detect trends and extract insights that will give... ... read more >> |
| January 16 2006 |
| Intel’s shift from product focus to platform focus has been well chronicled, both in the cover article of the January 9 BusinessWeek and elsewhere. As described, it is completely consistent with the innovation models set forth in Dealing with Darwin... ... read more >> |
| January 08 2006 |
| Greg Gianforte, CEO of RightNow Technologies, wrote a piece for Tom Foremski’s Silicon Valley Watcher called “Most startups should avoid venture funding, not pursue it.” At Tom’s request, here is my rebuttal, heavily influenced, to be sure, by my ongoing... ... read more >> |
| January 02 2006 |
| The last Sudnay paper of 2005 ran a nice piece by Renee DeGross of Cox News, “Home Depot Improves Under Nardelli.” Basically, she reports that ex-GE executive Bob Darnelli has successfully applied organizational discipline and six-sigma methods to right a... ... read more >> |
| December 29 2005 |
| It’s so much more fun to read The Wall Street Journal on vacation because you get to linger over pieces that you only have time to scan otherwise. Case in point: a 12/29 column by Walt Mossberg entitled “Computer Makers... ... read more >> |
| December 29 2005 |
| Good op ed piece by Edward Epstein in 12/29 Wall Street Journal explaining why box office receipts are no longer the keys to the moviemakers’ kingdom. Makes all kinds of sense financially, but it could be misleading strategically. Here’s why.... ... read more >> |
| December 22 2005 |
| While different in many ways, education and health care share a common predicament. The receivers of these services—parents and students on the one hand, patients and advocates on the other—are cultured to expect superior, personalized attention, the sort of thing... ... read more >> |
| December 19 2005 |
| WSJ for December 19 has an interview with Gary Kelly, CEO of Southwest Airlines, which recaps the points made in an earlier interview (see "Southwest, Meet Darwin" entry below). What is it that Kelly is missing? Well, let's be fair.... ... read more >> |
| December 18 2005 |
| I love the thesis of your argument and find myself about 75% in agreement with what you say about Google’s significance to the IT industry. That said, let me outline what the remaining 25% consists of and get your thoughts... ... read more >> |
| December 18 2005 |
| The Wall Street Journal did a front-page piece recently (December 12) on Viacom snatching DreamWorks from G.E., its expected acquirer. The article contrasted G.E’s methodical analytics-driven approach to M&A negotiations with Viacom’s Hollywood-style go-with-your-gut deal making, the implication being that... ... read more >> |
| December 07 2005 |
| Everybody gets that there must be a big idea behind Google’s googoolian market valuation, but what exactly do we think it is? Not product innovation, although arguably their original claim to fame, Google Search, was just that. Not acquisition innovation,... ... read more >> |
| November 30 2005 |
| In an earlier post, "Dell, Meet Darwin," we looked at how a great pioneer of process innovation was coming to the end of a great run of competitive advantage. A similar case in point, Southwest Airlines, made the front page... ... read more >> |
| November 21 2005 |
| In Dealing with Darwin, the discussion of platform innovation focuses on how it is a natural strategy for any gorilla company that has achieved ubiquity with a proprietary technology—with particular attention to Intel, Microsoft, Oracle, IBM, EMC, and SAP. Cisco’s... ... read more >> |
| November 19 2005 |
| Maybe it’s age, but I am getting increasingly attracted to the notion of renovation as opposed to innovation. Renovation is simply innovation adapted to mature markets. Mostly we think of it as a tame undertaking, like painting a back bedroom,... ... read more >> |
| November 13 2005 |
| Tim Brown and Tom Kelley run IDEO, one of the best innovation consulting companies around. Tom has a new book out, The Ten Faces of Innovation , and the company is getting a lot of play in the business press.... ... read more >> |
| November 09 2005 |
| Once again Microsoft is being asked to reinvent itself in the face of a competitor coming from an unexpected direction. This time it is Google, and the challenge is nothing less than the reinvention of the software business model in... ... read more >> |
| November 09 2005 |
| When Amazon announced it was enabling the sale of portions of books as well as on-line access to books, it was clearly intended as a positional move relative to Google’s “information wants to be free” approach to the market. The... ... read more >> |
| November 07 2005 |
| I recently had an opportunity to address the attendees at a Balanced Scorecard conference, and I was once again reminded of how important the right metrics are to driving effective execution and, specifically, how distorting a purely financial set of... ... read more >> |
| November 06 2005 |
| One of the prime tenets of Dealing with Darwin is that established enterprises must pursuer a single vector of innovation so intently as to leave their competitors behind. No company better exemplifies this strategy than Dell in the 90s and... ... read more >> |
| November 01 2005 |
| Large engineering-driven product enterprises like Cisco, Intel, and Microsoft are all struggling these days with the competing demands of three business models—product, system, and solution. All three rose to economic prominence on the back of a core set of products... ... read more >> |
| November 01 2005 |
| In the innovation types model we make a big deal of selecting an innovation that is appropriate to the maturity of the market category you are addressing. Product innovation, as opposed to enhancement innovation, is called out as a high-risk,... ... read more >> |
| November 01 2005 |
| Recently The Wall Street Journal had a nice piece on "How 'Wicked' Cast Its Spell,” showing how the Broadway musical business is taking a page out of Hollywood’s business playbook by using line extensions to monetize a media asset. The... ... read more >> |
| November 01 2005 |
| One of the more annoying aspects of intellectual life is when a good idea gets so popular it becomes over-invoked to the point that you want to ban it from public use. Such is the current fate of innovation. Most... ... read more >> |
| November 01 2005 |
| have a new book coming out in January about the themes in this blog. Its full title is Dealing with Darwin: How Great Companies Innovate At Every Phase of Their Evolution When people hear about it, the first question they... ... read more >> |
| Books |
August 23 2002 Author Geoffrey Moore makes the case that high-tech products require marketing strategies that differ from those in other industries. His chasm theory describes how high-tech products initially sell well, mainly to a technically literate customer base, but then hit a lull as marketing professionals try to cross the chasm to mainstream buyers. This pattern, says Moore, is unique to the high-tech industry. |
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