A highly dynamic strategy: commercialisation
November 3, 2009 § 1 Comment
Most of the distinctions made between what is a business “strategy” and what is a “tactic” use “timing”. If it is something that changes a lot, it’s a tactic. If it hardly changes, it’s a strategy. Not so for the commercialisation strategy, because it is an explicit expression of how we will fund getting started.
A commercialisation strategy depends on vision and mission, and is created in the light of market place dynamics, including the actions of competitors, timing of enabling technologies, and stakeholder expectations. So they are highly dynamic. The only business strategy that changes a lot.
And its value is not to be underestimated
Choosing a non-fitting commercialisation strategy we may miss opportunities, (re)enter under-capitalised and unable to compete, or not create promised value for all stakeholders, maybe even go out of business.
Realising it is significant for business success. For example, we can land ourselves in the trap of keeping our options open. We cannot proceed by keeping all our options open. We must make decisions. Luckily, it is a dynamic strategy that we can regularly revisit with new insights gained, so Big Design Up Front is absolutely useless.