That hard work was the main theme in the first 7 years of the company. “My mother called me at one point and said 'boy, just quit and go back to Unilever. You had a good life there, didn't you?', but I couldn't accept that. It's great to work with a small group on something that you all really believe in. That keeps you going. Even if you only spend the first four years filling Christmas packages. 'Fake it till you make it,' they say so nicely.”
Changing habits is not something you can just do, but it is a necessary evil to remain innovative. Learn from Mark Appel and never, in any form, save on innovation. Like Yvette Belt-Beekman, not only step out of that canal belt (and discover how many more smart marketers there are outside our capital), but also break free from that marketer bubble. Above all, dare not only to dream together, but especially to do.
Does this sound like I've opened a can of clichés? Maybe. But it's still the plain truth. And cows, you'll mainly find them outside the canal belt. Although the Kalverstraat might suggest otherwise.
umber of burn-outs has also increased significantly in the past decade . So there is a good chance that you are also dealing with high work pressure and that you would like to do something about it. Reduce work pressure, relax more and bring more focus. But how do you prevent all those great plans from coming to nothing again? How do you tackle that and where do you start?
Today's successful organizations are able to taiwan telegram data integrate digital innovations into their services at lightning speed. These 'disruptors' are shaking up the market and overtaking larger, more established organizations. How do disruptive companies conquer the market? And what is holding less successful organizations back from their digital innovation? Ten to one, the cause lies in the boardroom.
The term disruption is often used to describe the disruption of existing business. Everyone remembers Nokia. Once the pioneer in mobile technology, now overtaken by Apple's iPhones. In this case, Apple was the disruptor: the (at the time) smaller organization with fewer resources than Nokia. Their iPhone turned out to be such a game changer that Nokia could not withstand it.
Disruptive innovation
The founder of the disruptive innovation theory is professor Clayton M. Christensen . In a 1995 Harvard Business Review article, he introduced his theory of disruptive innovation as an effective way of thinking about innovation-driven growth. In the case of Nokia and Apple: the iPhone really fell short in some areas. But Apple was able to improve and innovate so quickly that its offering was soon discovered by the general public. And embraced. Nokia, meanwhile, stayed on a steady course. And that's the crux of the matter, according to Christensen.
