Comments on: “Design of business” and Blue Ocean Strategy http://www.kashifzaman.com/2010/01/08/design-of-business-and-blue-ocean-strategy/ Interactive Marketing | Thought leadership . Strategy . Management Fri, 09 Jul 2010 21:22:23 +0000 hourly 1 http://wordpress.org/?v=3.0.1 By: trafford http://www.kashifzaman.com/2010/01/08/design-of-business-and-blue-ocean-strategy/comment-page-1/#comment-53 trafford Thu, 21 Jan 2010 10:41:46 +0000 http://www.kashifzaman.com/?p=248#comment-53 Nice post. Blue Ocean Strategy is based on a rigorous research of more than 150 new market-creating strategic moves spanning over a hundred years in more than 30 industries. A good <a href="http://www.strategizeblue.com/" rel="nofollow">Blue Ocean Strategy trainer</a> can be very helpful in implementing this strategy Nice post. Blue Ocean Strategy is based on a rigorous research of more than 150 new market-creating strategic moves spanning over a hundred years in more than 30 industries. A good Blue Ocean Strategy trainer can be very helpful in implementing this strategy

]]> By: Sharon VanderKaay http://www.kashifzaman.com/2010/01/08/design-of-business-and-blue-ocean-strategy/comment-page-1/#comment-45 Sharon VanderKaay Sat, 09 Jan 2010 19:19:47 +0000 http://www.kashifzaman.com/?p=248#comment-45 Hi Kashif, You make an interesting point about comparative risk. Groundless decisions were made when Wall St "got drunk," meanwhile we see aversion by some organizations to try design thinking. And already there are some who dismiss iterative process and making decisions without "proof" as the latest fad. However, there may soon be a tipping point when integrative and design thinking become the norm. Then the risk will be perceived as traditional thinking. Roger Martin has an article in this month's HBR that addresses the whole problem of short term shareholder value pressures in an economy that demands innovation. -Sharon VanderKaay Hi Kashif,

You make an interesting point about comparative risk. Groundless decisions were made when Wall St “got drunk,” meanwhile we see aversion by some organizations to try design thinking. And already there are some who dismiss iterative process and making decisions without “proof” as the latest fad. However, there may soon be a tipping point when integrative and design thinking become the norm. Then the risk will be perceived as traditional thinking.

Roger Martin has an article in this month’s HBR that addresses the whole problem of short term shareholder value pressures in an economy that demands innovation.

-Sharon VanderKaay

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