The year 1995 was a critical tipping point for public awareness and adoption of the Internet. In March, Yahoo was incorporated. In July, Amazon’s online store opened. In August, eBay held their first online auction. Also in August, Netscape’s initial public offering (IPO) of stock exceeded all expectations, capturing everyone’s attention and inspiring the launch of thousands of start-ups.

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In the first few years of my career, I’d already been blessed with the opportunity to write software for mission critical systems in the defense, nuclear power, and telecommunications industries. I’d had the opportunity to learn from a diversity of seasoned professionals. And I’d had the chance to play a hands-on (but minor) role in microprocessors transforming three industries.

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The first of the technology revolutions of the modern era is sometimes called the Computer Revolution or the PC Revolution, but I believe a better name for it is the Microprocessor Revolution.

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Ever since the taming of fire and the invention of the wheel, technology has impacted how work gets done, and has helped separate winners from losers.

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A powerful purpose statement can be foundational to a sound strategy, but developing one is hard. This tutorial teaches how to develop one.

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“[Business] is fundamentally good and provides many opportunities for glorifying God, but also many temptations to sin.”

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It’s probably been at least 10 years since I first read Blue Ocean Strategy. So when I picked up the book yesterday to write a Book Brief on it, I had to spend some time reacquainting myself with it. I shouldn’t be surprised that I rediscovered some gems that long ago had slipped away. One of those is the Buyer Utility Map.

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The authors argue that companies shouldn’t try to compete in the existing cutthroat “red ocean” markets where all competitors lose, but instead should create pristine new “blue ocean” markets by expanding the boundaries of existing industries. In the course of explaining how to do so, they also teach about many tools useful to any business in developing competitive strategies.

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I often make the distinction that SDG Strategy is a strategic catalyst rather than a traditional management consulting firm. When I was chief strategist for TeleChoice over 15 years ago we first introduced the concept, but it’s still not a commonly understood term. So, today, I want to dive into the topic a bit more.

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The book argues that most recent industry disruptions have not been primarily driven by technology but rather by decoupling within the “customer value chain”. It teaches the concepts behind that statement and how both innovators and incumbents can respond to this reality.

Read the brief here.