MassTLC
kicked off its CXO Series, “Crossing
the Chasm” – What has Changed in the Past Two Decades?” to a packed
room in the Seaport District. Geoffrey
Moore, author of Crossing the Chasm and Inside the Tornado addressed the
audience and revisited his original premise of how and when companies cross a
chasm and scale to the next level. Geoffrey continued with his overview, but included
more current trends and examples.
kicked off its CXO Series, “Crossing
the Chasm” – What has Changed in the Past Two Decades?” to a packed
room in the Seaport District. Geoffrey
Moore, author of Crossing the Chasm and Inside the Tornado addressed the
audience and revisited his original premise of how and when companies cross a
chasm and scale to the next level. Geoffrey continued with his overview, but included
more current trends and examples.
He spoke of
the mature life cycle of a technology, from emerging market (aka pre-tornado)
through the quick and steep climb of growth, followed by the flat mature
market, and ultimately – regardless of how successful the technology – a
decline. It is between the flat and decline where a company thrives or dies. It
is at this juncture the leaders need to innovate and “catch the next wave”
bringing the cycle back to its beginning as emerging.
the mature life cycle of a technology, from emerging market (aka pre-tornado)
through the quick and steep climb of growth, followed by the flat mature
market, and ultimately – regardless of how successful the technology – a
decline. It is between the flat and decline where a company thrives or dies. It
is at this juncture the leaders need to innovate and “catch the next wave”
bringing the cycle back to its beginning as emerging.
Geoffrey
also spoke of “the four gears model” in which a company should continually be
focused on one gear. The gears include: enlistment, acquisition, engagement,
monetization. This is not to say more than one gear should not be turning at
the same time, but to succeed, focus must be on just a single gear.
also spoke of “the four gears model” in which a company should continually be
focused on one gear. The gears include: enlistment, acquisition, engagement,
monetization. This is not to say more than one gear should not be turning at
the same time, but to succeed, focus must be on just a single gear.
Geoffrey joined
our Founders Panel, moderated by Michael
Skok, Partner, North Bridge Venture Partners
and included David Husak,
Founder and CEO, Plexxi; Andy Ory, Founder and CEO,
Acme Packet; and Susan Hunt Stevens, Founder
and CEO, Practically Green.
Following is a short clip of the panel discussion.
After each
panel member introduced themselves and their companies, discussion led into how
each was able to disrupt within their organizations, their clients, and
ultimately the ecosystem. Andy Ory speaking from his experience with founding
Acme Packet to its recent acquisition by Oracle, is that success is disruption
plus leverage.
panel member introduced themselves and their companies, discussion led into how
each was able to disrupt within their organizations, their clients, and
ultimately the ecosystem. Andy Ory speaking from his experience with founding
Acme Packet to its recent acquisition by Oracle, is that success is disruption
plus leverage.
David continued
to speak about the challenges of today’s entrepreneurs to scale their
companies, taking them across the chasm, including the lack of second and third
round funding available. Regardless of how many amazing innovations and
disruptors that exist, there is just not enough investment money for everyone.
to speak about the challenges of today’s entrepreneurs to scale their
companies, taking them across the chasm, including the lack of second and third
round funding available. Regardless of how many amazing innovations and
disruptors that exist, there is just not enough investment money for everyone.
Susan
discussed short term avenues they were able take advantage of, such as
utilizing facebook and twitter to aid in their awareness. But she cautioned
they were not sustainable or scaleable, it was from there she assessed her core
audience (not the CTO!) and was able to find stakeholders who will remain
engaged.
discussed short term avenues they were able take advantage of, such as
utilizing facebook and twitter to aid in their awareness. But she cautioned
they were not sustainable or scaleable, it was from there she assessed her core
audience (not the CTO!) and was able to find stakeholders who will remain
engaged.
