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Escape Velocity: Free Your Company's Future from the Pull of the Past -
Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution -
Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets (Collins Business Essentials) -
Living on the Fault Line, Revised Edition: Managing for Shareholder Value in Any Economy -
The Gorilla Game: Picking Winners in High Technology
Mohr Davidow Ventures
Geoffrey Moore is a best-selling author and venture partner at MDV. Recognized for his expertise in market development and business and investment strategies, he serves as an advisor to many of MDV's portfolio companies, drawing upon best practices derived from his extensive work with technology startups.
Geoffrey has made the understanding and effective exploitation of disruptive technologies the core of his life's work. His books, Crossing the Chasm, Inside the Tornado, The Gorilla Game, and Living on the Fault Line are best sellers and required reading at leading business schools.
Highly regarded as a dynamic public speaker, Geoffrey is the founder of The Chasm Group and currently is managing director of TCG Advisors. Earlier in his career, he was a principal and partner at Regis McKenna, Inc., a leading high tech marketing strategy and communications company, and for the decade prior, a sales and marketing executive in the software industry.
He holds a bachelor's degree in literature from Stanford University and a doctorate in literature from the University of Washington.
Related Links: www.mdv.com
Last Updated: Mon, Apr 18, 2011
Geoffrey Moore, best selling author and a Managing Director at TCG Advisors, talks about how inertia overrides innovation in established enterprises.
In response to a student question, author and MDV Venture Partner Geoffrey Moore shares how a company could over invest in power creation. Moore also offers a helpful distinction between investors' interests in a company's power and performance. "In general, venture investing is about power, and public exchange investing is about performance," says Moore.
Moore believes inertia is the legacy of successful innovation and the two must be managed as a single system in a business enterprise.
Moore elaborates on the four different innovation zones: product leadership, operational excellence, customer intimacy and value renewal. These zones make up the market maturity life cycle.
Moore advises that since innovation begets inertia, there is a need for companies to recycle their resources with respect to both innovation and inertia to differentiate themselves in a competitively driven market.
Technology moves too fast to justify standing still on innovation, says author and MDV venture partner Geoffrey Moore. He believes big companies, while always incubating new ideas, have a difficult time shifting resources to support long-term commercial development of new activities. "There's always new stuff," Moore says, "but it never reaches materiality." 
Author and MDV Venture Partner Geoffrey Moore describes the trap of compensating employees based solely on performance metrics. Developing new initiatives or ideas creates the "power" for a company's long-term growth, so employees should also be compensated on this measure. According to Moore, "power fuels performance, and performance consumes power," so why will employees help create new power if they are not held accountable for consuming it, nor rewarded for creating it.
Moore uses McKinsey's 7S's model to attack the problem of inertia in companies.
Big companies have lots of money tied up in inefficient programs that could be used to create differentiation and neutralize competition, says author Geoffrey Moore. In this clip, he discusses how massive waste and sloppy business practices hinder a company's ability to create power through innovation. 
Moore talks about the operational excellence zone and its innovations: value engineering, process, integration and business model innovation.
Moore focuses on innovation and discusses the different stages in the market maturity life cycle.
Moore looks at the different classes of innovation that comprise the product leadership zone: disruptive, application, product and platform innovation. These innovation zones are driven by the technology adoption life cycle and are very R&D intensive and high-risk.
Geoffrey Moore explains the neurotic endgame that occurs when organizations lacking power continue to try and meet growing quarter-end metrics. Moore believes organizations that feel these pressures have already lost the power game. In this clip, Moore also articulates how companies can find ways to allocate resources to innovation, before getting caught in the annual budget process. 
Real differentiation is about going well beyond the limits of your competitive set, not just being best in class, says author Geoffrey Moore. Here he encourages product managers and other members of management to consider how far they can take their company's offers to create real separation from competitors. Moore also shares real world examples of companies that created separation in the technology sector.
Author and MDV Venture Partner Geoffrey Moore explains why companies must, at minimum, keep up with competitors to be considered by customers. According to Moore, every quarter a company does not catch up to a competitor's offer is just another chance for that competitor to gain momentum. Moore uses numerous examples from the technology sector to illustrate the danger of being too proud to assimilate a competitor's innovations.
Moore explains the concept of fractalization of markets when markets get out of the growth phase.
Moore delves into the "customer intimacy zone" to explain the innovations that comprise this zone: line extension, enhancement, marketing,and experiential innovations
Author and Venture Partner Geoffrey Moore believes it is "a great privilege" to work in a high technology company as a product manager, because product managers have their hands on the tiller that can change the direction of a company's fate. In this clip, Moore identifies ways product managers can actively advance innovation and performance within their teams.
MDV Venture Partner Geoffrey Moore lays out a framework for companies to use in analyzing their current power. This "hierarchy of powers" lets organizations examine their position and strength in relation to growth categories, other companies, desirable markets, offers, and the ability to execute. Moore says this process requires companies to be completely honest with their current situation.
Moore uses the core/context analysis framework to discuss how to overcome inertia in strategy and structure.