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This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker As parts of the economy begin to open after COVID’s first wave, the term “restart” is often heard. But it is a fictional premise, given that much of the economy has irrevocably changed. Rather than restarting, we are rebooting.
By: Dave Farber  I talk with clients these days, I often hear them ask a recurring question: how do we know which customer behavior changes will endure and which behaviors will revert to normal in the coming months?
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker Our work and home lives have been turned upside-down by COVID, and many businesses have had to find new ways to sell, service, and operate. Some of these changes – while jarring – may stick after the crisis recedes. But which ones? Will virtual learning become routine? Remote teams? Distance selling?
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker Our work and home lives have been turned upside-down by COVID, and many businesses have had to find new ways to sell, service, and operate. Some of these changes – while jarring – may stick after the crisis recedes. But which ones? Will virtual learning become routine? Remote teams? Distance selling?
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker The week after Hurricane Maria struck Puerto Rico, the capital city of San Juan faced a grim situation. Downed trees still blocked major roads, lines for gasoline stretched around several blocks, and electricity was nearly non-existent.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker The week after Hurricane Maria struck Puerto Rico, the capital city of San Juan faced a grim situation. Downed trees still blocked major roads, lines for gasoline stretched around several blocks, and electricity was nearly non-existent.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker In the current reality of coronavirus, most companies don’t have the time or resources to come up with a brand-new product or create an innovation incubator. Luckily, innovation doesn’t require a stroke of genius, endless time, or unlimited funds.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker In the current reality of coronavirus, most companies don’t have the time or resources to come up with a brand-new product or create an innovation incubator. Luckily, innovation doesn’t require a stroke of genius, endless time, or unlimited funds.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker If the customer experience for your company hasn’t changed between February and April, you are unusual. In industry after industry, from consumer goods to B2B technology, the distancing, fear, and economic turbulence caused by the coronavirus are affecting the sales process, customer selection criteria, the way products and services are consumed, and even what customer service means.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker If the customer experience for your company hasn’t changed between February and April, you are unusual. In industry after industry, from consumer goods to B2B technology, the distancing, fear, and economic turbulence caused by the coronavirus are affecting the sales process, customer selection criteria, the way products and services are consumed, and even what customer service means. Designing experiences for the coronavirus world is a fundamentally different proposition than what people responsible for CX were doing just two months ago.
By: Dave Farber  A few years ago, I developed a framework for finding, testing, and mitigating risks and uncertainties in periods of volatility.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker The coronavirus is the greatest management challenge most of us have ever faced, bigger even than the 2008 financial crisis.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker The coronavirus is the greatest management challenge most of us have ever faced, bigger even than the 2008 financial crisis. While the human and economic costs of this crisis are enormous, for businesses there is one positive difference: while the financial crisis had an uneven and gradual trajectory, this tragedy should have four specific phases. Each one has its own distinctive uncertainties and business strategy imperatives.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker With uncertainty swirling and the news growing constantly worse, it’s tempting to hunker down and await resolution of the coronavirus crisis, or to act rashly with extreme changes to costs and business model.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker With uncertainty swirling and the news growing constantly worse, it’s tempting to hunker down and await resolution of the coronavirus crisis, or to act rashly with extreme changes to costs and business model.
By: Dave Farber  When I first started helping companies deploy Jobs to be Done within their organizations, people were largely unfamiliar with the concept.
By: Dan Paikowsky  Between 2008 and 2018, average rents across the US rose by 34%, roughly four and a half times the 7.4% growth in median income.
By: Dave Farber  I recently spoke with the newly appointed Head of Product for the innovation lab at a large financial services company. Given that she had only been in the role for a few months, I wanted to talk about the challenges she was facing and what she was prioritizing early on. Her answer surprised me a bit.
By: Dave Farber  Executives are under constant pressure to boost revenue and increase profitability. In the abstract, that’s fairly straightforward. When you stop and think about what you actually need to do to have a meaningful impact, however, the details can quickly become mind-blowing. By: Dave Farber  I spent last week at The Market Research Event (TMRE) in Las Vegas, talking to Insights and Innovation professionals about the challenges they’re facing and the strategies they’re using to make their companies more customer-centric.
 For many years now we’ve seen the dangers of defining your business too narrowly. Think about Borders, which pioneered the book megastore model.
 Over the past few years, Jobs to be Done (“JTBD”) has emerged as one of the leading tools for innovators. As companies struggle to figure out which products will become breakthrough innovations and which will fall flat, companies large and small have time and again found that Jobs to be Done can provide the answer.
By : New Markets Advisors  The need to humanizeIn the summer of 2017 Halo Top stunned the industry as it became the best-selling pint of ice cream in U.S. grocery stores.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker Growing into adjacent markets is a powerful approach for tapping new revenues, rejuvenating businesses, and creating defenses against competitive upstarts.
This blog first appeared as Steve Wunker’s piece for Forbes By: Steve Wunker In 1997, Harvard Business School Professor Clayton Christensen published his first seminal work, The Innovator’s Dilemma, which laid out a concept he termed “Disruptive Innovation.” It took a few years for the book to catch on, but eventually its tightly-reasoned, well-evidenced and counter-intuitive approach found deep resonance with innovators worldwide.
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