Christoph Schmaltz's Library tagged harvard →  View Popular

your decision is not whether a community is right for your brand. It’s whether you’re willing to do what’s needed to get a brand community right.

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1. What is it that you really want to be and do?
2. What are you doing really well that is helping you get there?
3. What are you not doing well that is preventing you from getting there?
4. What will you do differently tomorrow to meet those challenges?
5. How can I help / where do you need the most help?

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Small is the new big. Sustainable is the new growth. Trust is the new competitive advantage.

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Shut down your expensive document databases; they tend to do more harm than good

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# Start with a deep understanding of how the customer frames the problems they are facing. It's easy for companies to fall into the trap of thinking that customers care primarily about the products they purchase. Often they don't. Those products are means to an end. In Xerox's case, it doesn't sell copiers. It sells workplace productivity. Understanding how the customer frames the problem helps to highlight different ways to address that problem.

# Build a solution that solves the customer's -- not your company's -- problem. Xerox could easily have designed a service offering that really was a veiled way for it to sell and support Xerox equipment. But that's not what the customer wants. More than half of the 1.5 million devices under Xerox management are made by other companies. Ask how a startup company with no base business to defend would approach the challenge.

# Give the new business ample freedom. Corporate antibodies can often squash new offerings that look like competitive threats. Sufficient organizational autonomy can be critical for long-term success.

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