99 facts & stats about the future of business

99 facts & stats about the future of business

Some examples:

  • The average number of sources of content consumed by a shopper in a purchase doubled from 2010 to 2011 going from 5 to 10 pieces of content consumed.
  • Gen Y will form 75% of the workforce by 2025 and are actively shaping corporate culture and expectations. Only 11% define having a lot of money as a definition of success.
  • The global rate of extreme poverty fell to 20.6 percent, less than half the 1990 rate of 43.1 percent

 

Contemplating strategy after reading about Napoleon Bonaparte

I found this great article about Napoleon Bonaparte. I am a big fan of him.

Rapidity of movements.
“The strength of an army,
like the power in mechanics,
is estimated by multiplying
the mass by the rapidity …
Press on !” – Napoleon Bonaparte

Five principles guiding the development of his plans.

Before every campaign Napoleon considered all possible options. The Emperor wrote, “There is no man more pusillanimous than I when I am planning a campaign. I purposely exaggerate all the dangers and all the calamities that the circumstances make possible. I am in a thoroughly painful state of agitation. This does not keep me from looking quite serene in front of my entourage; I am like an unmarried girl laboring with child.”

In the months and weeks before operations actually commenced he would begin to collect information. In addition to reading an enormous number and variety of books bearing on the enemy and the theater of war, he studied the volumes of intelligence reports forwarded by the agents that he had scattered throughout Europe. He would pursue works of political history, accounts of the state of roads and bridges, reports on the politicians and generals, and even studied patterns of food stockpiling and distribution.

  1. The primary objective is the destruction of the enemy ‘ s armies
    or the main army. That done, any remaining problems could be
    easily solved. If the enemy did not want to risk a battle, they might be forced
    to do so by a threat to their capital city.
  2. All forces must concentrate on the task of attaining the objective.
  3. Operations must be designed to surprise and confuse the enemy.
    Always, he sought to seize and keep the initiative, to impose his
    will on the enemy.
  4. Every effort must be made to render the enemy helpless through
    the severance of his lines of supply, communications, and retreat.
    His favorite movement was to envelop one of the enemy’s army’s
    flanks and threaten its rear and communications, forcing it either
    to retire hurriedly or to turn and fight at a disadvantage.
  5. The security of French forces must be guarded to prevent surprise.

 

Signals that you have to kill your idea

Signals that you have to kill your idea (from: http://blogs.hbr.org/2013/09/three-signs-that-you-should-kill-an-innovative-idea/)

  1. no pleasant suprises: despite the setbacks that occur during business development there are no new discoveries, no positive suprises, just cold setbacks and delays
  2. no deeper insights (something different as suprises)
  3. greater engagement inspires little emotions from your users/target group. Indifference is killing.