Less is better

Business strategies in times of disruption

Kleinundplaecking Weniger ist richtiger

Employing 3,500 ad-financed AUS (Autonomous Uber Shuttle), Uber covers all of private transport in Manhattan in 2025. Prior to that, in 2020, Changsha has been the first mega city to ban all cars with combustion engines. London too responded to climate change and has banned all private transport from downtown. Competition among established automobile manufacturers went through three stages: Electrical mobility, digital benefits, autonomous driving.

As a result, integrators like Uber and DIDI determine the future of the vehicles that are produced by German premium manufacturers. But how to deal with startups that do not accept any rules in 2016? How should one have addressed that disruptive competition back then? Chinese style – dominant? Westphalian style – pluralistic? American style – freedom-loving? In any case, one should have thought in time about what to abandon in order to free investments for innovation. LESS IS BETTER.

But in the end, how does one know where it is worth it to be brave?

All one had to do was listen to young people in 2016. All over the world, they would have complained about abundance, stress and growing heteronomy. They would have said: “I want to do something with my life, and for that, I need simple solutions that feel good.” “My job isn’t a problem, but my girlfriend is moving to Singapore for a year. How can I continue to see her on a daily basis and hug her three times a month?” Based on these observations, how could one have created new points of access to your brand in 2016?

For instance, one should have thought about the human factor in a time of increasingly artificial intelligence. In the end, brands are built on emotions not algorithms. The adventure of relationship, experience and empathy is about to experience a renaissance.

Or one should have concentrated on the space factor, before being banned from downtown areas. If apartments are getting smaller and smaller, and mega cities do not have limits any more, is the quality of residence outside of the car still of central significance to human beings?

One could also have given attention to the time factor because for all human beings, globally, time is the paramount luxury good in 2016. But not every digital benefit generates more time. Specific on-demand services and options that replace mobility are becoming more important.

In future, every provider of individual mobility that advances the coming together of people will be able permanently to improve the lives of their customers. What matters is taking a clear-cut stance, envisioning a future path for one’s brand and pursuing that path consistently.

VISION, MISSION, STRATEGY

A big picture, a clear path and a common goal!
 
Describe future scenarios for the market and your vision of a digital business model. Illustrate which steps it will take to master this digital transformation. Focus on a few clearly defined company goals within their units. The one who wants everything loses.
 
Clearly state the name of the path that will change the company’s identity, for example from car manufacturer to provider of mobility. Continue developing your brand and your values gradually but stay true to the stance you’ve taken and thus to the emotional promises you’ve made.
 
Deduce a common goal from future customer value and fast-track your management culture. Because not only do you have to become more collaborative and capable of acting. You also have to enable your entire team to pursue few but important product innovations and use cases.
 
We would love to help you on this path, to not only develop fewer, but also the right things.
 
Write us or give us a call, we are looking forward to the dialogue.

Kontakt:

Arne Klein
akl@kleinundplaecking.com
+49 172 991 44 51

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