Want to learn the ideas in Detonate better than ever? Read the world’s #1 book summary of Detonate by Geoff Tuff, Steven Goldbach here.
Read a brief 1-Page Summary or watch video summaries curated by our expert team. Note: this book guide is not affiliated with or endorsed by the publisher or author, and we always encourage you to purchase and read the full book.
Video Summaries of Detonate
We’ve scoured the Internet for the very best videos on Detonate, from high-quality videos summaries to interviews or commentary by Geoff Tuff, Steven Goldbach.
1-Page Summary of Detonate
Adopt a “Detonate mind-set” by using four principles that lead toward transformation: understand behavior, think like a first-timer, welcome impermanence and pursue the smallest workable strategies.
Most businesses follow conventional wisdom or best practices. As a result, few companies encourage innovation. However, four principles can lead to real change: 1. Understand human behavior – You could have a great strategy but not succeed if you don’t understand how your customers behave and what drives your employees’ behavior.
It’s important to have a beginner’s mind when you’re working for an organization. A new employee is able to spot problems that have existed in the company for many years, as they haven’t been trained in those ways of doing things. Everyone should question what has always been done and how it can be improved upon. It’s also important to embrace impermanence, because any structure or process that you put into place won’t last forever.
To avoid failure, take small steps that you can correct if they don’t work. This is a design-driven and agile approach to innovation.
Track customer behavior rather than last year’s profit and loss. Financial results are the outcome, not the cause, of behavioral change.
Organizations usually forecast their sales based on the previous year’s figures, then add a percentage to that number and promise shareholders they’ll meet those numbers. However, when first-quarter results show these forecasts are off, managers have to figure out how to adjust the budget so it will still hit its revenue goal.
This approach assumes that future sales will be the same as past ones. However, this is rarely true because of competition or economic factors. You might not need to spend as much money as you did last year to achieve the same results. Business leaders seldom challenge their teams’ spending habits, and financial forecasting often gives a false sense of security.
To achieve your goals, focus on customer behavior rather than predicted figures. If you change your customers’ behavior, how will that affect your revenue stream?
Make strategic planning a thinking exercise by asking, “What needs to be true?”
When it comes to corporate strategic planning, there are a few people at the top who come up with an idea. They meet and look at data to decide what needs to be done. Then they present their plan for everyone else in the company to follow. However, those who aren’t involved in making the plan must execute it.
In traditional companies, strategic planning is often done once a year. It’s usually led by financial objectives and doesn’t work in industrialized societies.
To improve your strategic planning process, ask yourself what needs to be true for your plan to work. Think of the factors that must align with your predictions in order for you to achieve success. If something changes, check how it affects those pivotal aspects and update your strategy accordingly.
To create competitive advantage, base your decision making on proprietary, not “syndicated,” data.
Most companies still rely on published reports to make business decisions, but this approach is flawed. Other companies are using the same data, so your competitors might try to move into your market space. Ultimately it’s better for customers because new competition drives down prices.
Detonate this habit by adopting a beginner’s mind. Ask: What unique data can you create to generate new insights? Make use of big data. Ask precise, effective questions when compiling proprietary information about your customers or business model. Generate data that others cannot replicate easily and will make your business more appealing to customers.
