Fire Your CEO and Hire a Chief Entrepreneurship Officer Instead5:34 PM
What has changed and why it matters. Today’s CEOs have become chief execution officers. The...
What has changed and why it matters.
“When experts are wrong,
it’s often because they’re experts on an earlier version of the world.”
— Paul Graham
The rise of the marketing department.
“As the present now
Will later be past
The order is rapidly fadin’
And the first one now will later be last
For the times they are a-changin’”
— Bob Dylan, The Times They Are A-Changin’
The end of marketing as we know it.
He or she sees the world like startup sees it.
The company according to the chief entrepreneurship officer.
- There are loyal and bright employees, but it is unclear what they will be busy with in the future. Their loyalty shouldn’t be taken for granted. What is clear today are the talents and desires of these employees - are those talents and desires known? If yes, that is a good starting point. Otherwise: How could that company learn more about their employees, beyond those skills that are currently needed?
- There is a brand or family of brands, but it remains to be seen what this brand or these brands will stand for ten years down the road. What could this brand stand for in the future?
- There is a cash flow and cash in the bank, but it would be a waste to use that money to perpetuate the existing. Because it is already clear that the world will change, previous investments will be lost, and nobody wants to throw good money after bad money. So in what should the company invest?
- Removing obstacles means quite often creating a highway in the desert, which takes time and effort, and nobody knows if there is anybody who will ever use that highway. A smarter way is to watch out for trails that emerge naturally because people are using them. Employees, trusted partners and loyal customers are often closer to what happens on the ground, and can already sees those emerging trails. The question is how to pick their brains?
- There is not a problem identifying opportunities. There are too many opportunities. The hard question is: Which one to follow?
- It would be crazy to implement a single strategy across the entire company. Because the future cannot be known. It is much smarter to scout several potential paths into the future. Not based on the expected profit, but based on how affordable it is to give them a try. How could you do that if the company is a like a huge cumbersome dinosaur, who would devastate a lot (or might even hurt himself) if changing direction too quickly?