They have their own opinions expressed by business partners.
There may be a difference between business life and death. People who did not make it sad: Kodak: “After becoming the king of digital photos, the film is filled with the film.” Blockbuster: “Streaming was ignored while Netflix re -wrote the script.” Nokia: “Attached people, but lost to smartphones.”
Changing the middle of the course can be painful, but as the above examples suggest, the alternative is worse. Think about a ship whose captain sees a significant storm on the horizon. Certainly, this route has already been carefully planned. But it would be clearly stupid to continue without calculating the new terms.
When there are axes and what kind of questions that every business person faces. This is the way to do this.
Related: My Startups were saved from failing – here is that it can help you too
Not to axis or axis
The axis is sometimes necessary, but you don’t want to do it more. A Study Diet partners show that startups, which are 3.6 times better in the axis once or twice, and is less than 50 % of the premature scale compared to startups, which is either no axis at all or twice.
This data shows how you turn to your axis. As if Harvard Business Review NoteThe risks of being wrong, including time and resources are not limited to wasting time and resources or sending your team a non -productive direction.
Before making an axis, ask yourself your reasons to do this. Are you turning out of external pressure? Is there a lot of competition? Did a new opportunity arose?
These can be the reasons for the axis, but not always. When Google stepped into the ring of online farms, I was really worried-how can I cope with the most powerful tech Behmotus that is the most powerful outgoing company, JotFire, there? I lie if I said that changing the directive does not cross my mind, and the idea of ​​fleeing into an unmanned area where large, strong software companies still have to walk.
But I got stuck with it, and I’m very happy that I did. Not only did we escape Google’s entry into the market, but we flourished. The reason for this is that we really form well. When you find an idea that works, do not throw it with fear. Assess what makes your product unique, perform it brilliantly and focus on data – not competition.
Follow the market
The axis is not the same thing as the fancy is a moment of flight. There is an easy way to tell the difference, and it is asking yourself whether your switchup is in the service of your users or for your own ego.
Many businessmen hope their products are disrupting the entire industry, A brown Amazon or Google. I Do not advise Going down this road, but when it comes to finding the right market, there is a proportion of goldlax. A small market means that you have no big competitors, and your business can spread along the market – as long as it really happens. If a market is too small, you will have no growth. In this case, you will need to change your product – in other words, the axis – in other words.
To maintain consumer desires, act like a humanitarian. Pandemic diseases have seen many examples of businesses that were expected to change people’s needs and work to engage with users accordingly-for example, adding direct chat options to the websites or the end of the newsletter to effectively assemble the impression. Find out where the market is, what users actually want, and leave.
Related: If you do not learn how to ax your business, you will see it killing – here looks like a successful axis.
Consider AI
Generative AI boom is going well, and leaders need to think about how to integrate it into their services. But anyone who remembers the dawn of dot com and many of its buses (PETS.com) understands the dawn of dawn.
In his new book, Axis or die: How do leaders develop when everything changesAuthor Gary Shapiro argued that the leaders who fail to work on the AI ​​are at risk of being closely obsolete. And while Genai itself can be new, there are still lessons in history that can be moved forward. Shopro Suggests That companies use their basic powers as the starting point, and look for opportunities that can be implemented in both short -term and long -term.
He says, “I think this period of history will diminish because there has never been such a radical change in technology and innovation and the opportunity to do amazing work for people.” “(Moving forward) need to think a lot, input … to find out where we want to go? Where do we want to bet, and how much do we want to make?”
When there is an axis or in which direction it fits a size to fix it. But since the world enters a new technical period, full of promises and danger, leaders should deeply think about how appropriate they are to do the bold acts and understand their reasons for doing so.