Geoffrey Moore
Business Strategist
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Geoffrey Moore
Featured Keynote Programs
Escape Velocity
Free Your Company's Future From The Pull Of The Past
Escape Velocity addresses a “power deficit” in established enterprises that holds them captive to their legacy franchises and renders them unable to capitalize on next-generation opportunities. Moore traces this deficit to a performance-oriented management culture that drives accountability for financial results without establishing equivalent responsibility for replenishing competitive advantage. In this context enterprises continually draw down their reserves of power to fuel the current quarter’s results while failing to stake out future positions of power to drive next-generation growth. Moore’s analysis shows this behavior is deeply embedded in the established norms and practices of global businesses and that a new set of frameworks and disciplines are required to correct for it.
Escape Velocity organizes this material around a “framework of frameworks” Moore calls the Hierarchy of Powers. This is comprised of five types of power, all of which must be aligned to achieve escape velocity. They are:
Category Power, achieved through proactively entering and exiting categories to participate meaningfully in the highest growth opportunities;
Company Power, achieved through highly asymmetrical allocations of resources to create “unmatchable” core capabilities;
Market Power, achieved through targeting the most strategic customer segments and skewing offers and programs to ensure winning dominant shares in each;
Offer Power, achieved through disentangling three distinct forms of innovation one from another, managing each separately, to achieve differentiation, competitive neutralization, and internal productivity respectively; and
Execution Power, with specific attention on transformational initiatives that realign the company around the next-generation capabilities required to execute its strategy.
Moore pulls no punches as he draws on his twenty years of experience advising high-tech management teams to call out the misconceptions and behaviors that trap enterprises into decaying franchises, and he is adamant about the responsibility of executive management to reverse such trends. At the same time, he is empathetic about the challenges involved and highly pragmatic about how best to meet them.
Chasms, Bowling Alleys, Tornadoes, & Main Street
Marketing High Tech in the 21st Century
Drawing on his best-selling books, Crossing the Chasm and Inside the Tornado, Moore traces the path markets take through the Technology Adoption Life Cycle and explains what vendors must do to succeed at each stage.
Darwin and the Demon
Innovating within Established Enterprises
Caught between the Darwinistic forces of globalization and commoditization, and the demon of corporate inertia, established enterprises are increasingly challenged to innovate. Moore leverages his life cycle models to outline a broad range of innovation strategies and align them with a category’s current stage of market development.
Core vs. Context
Reallocating Resources for Competitive Advantage
When processes no longer result in marketplace differentiation, they go from being core to context, but all too many continue to consume the bulk of an enterprise’s resources. Building on the material in his most recent best seller, Living on the Fault Line, Moore explains how the resulting decline in revenues and margins can be overcome through aggressive resource reallocation and human capital renewal.