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Geoffrey Moore

Geoffrey Moore - Business Management Innovation Business Strategy  speaker

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About Geoffrey Moore - Business Strategy and Management Speaker:

Geoffrey A. Moore is an author, speaker, and business advisor to high-tech enterprises and CIOs globally. He is also a venture partner at Mohr Davidow Ventures (MDV) where he counsels executive teams in the portfolio on business strategy and organizational development.

Escape Velocity is Moore's sixth book for business leaders in the high-tech sector. His first book, Crossing the Chasm, which addresses the challenges of gaining initial adoption for disruptive innovations, continues to be a best seller and required reading in business schools and entrepreneurship curricula. Two subsequent books addressed the challenges faced by management when competing in hyper-growth markets (Inside the Tornado) and those faced by investors when managing a high-tech stock portfolio (The Gorilla Game). In the past decade he has written two additional books prior to Escape Velocity, both addressing the organizational challenges faced by established enterprises, in one case posed by the volatility of the technology sector overall (Living on the Fault Line), in the other by the need to reignite innovation in mature franchises (Dealing with Darwin). Escape Velocity rounds out these efforts in service to established enterprises by laying out a comprehensive program for engaging with next-generation trends while maintaining their core franchises.

Moore is an active public speaker who gives between 50 and 80 speeches per year, split roughly evenly between industry events and company-specific meetings. His speaking practice is global, addressing a spectrum of topics of interest to the high-tech sector, including high-tech market dynamics, business strategies, innovation, organizational development, and industry futures.

Moore is an advisor to many of the leading companies in the high-tech sector, including Adobe, Agilent, BMC, Cisco, Cognizant, Compuware, HP, Intuit, McAfee, Qualcomm, SAP, and Yahoo! He is also chairman emeritus of The Chasm Group, The Chasm Institute, and TCG Advisors, an advisor to the Technology Pioneers program of the World Economic Forum, and a member of the board of directors of Akamai.

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 has a bachelor's degree from Stanford and a doctorate from the University of Washington, both in literature.

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What Geoffrey Moore Talks About:

In his compelling presentations, Geoffrey Moore turns his attention to the most critical question for businesses today: how can companies that rose to prominence prior to the age of the Internet manage shareholder value in today's technologically-advanced business world? Old management truths have been laid to rest, and business models must be revised to accommodate the shifts of alignments among the various strata that make up the competitive advantage hierarchy since the dot com revolution of the last decade. Moore resets the management agenda by providing new metrics and navigational tools to keep the team on course as well as new strategies for achieving and sustaining competitive advantage.

Moore introduces his audiences to a gap or chasm that innovative companies and their products must cross in order to reach the lucrative mainstream market. He then provides insight into how to capitalize on the potential for hyper-growth beyond the chasm, detailing the need for radical shifts in market strategy and prescribing appropriate tactics for succeeding in each stage of the cycle.

Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
Every five years or so, it seems, the balance of power in business shifts, and a new set of frameworks is needed to bring the new realities into focus. In the early 1990s, as the technology sector rose to power, the new reality was technology-enabled markets and the new frameworks included the Technology Adoption Life Cycle. In the late 1990s, it was all about the rise of the Internet, the dot.coms, and dizzying stock market valuations, and managing for shareholder value became core. With the downturn in the early 2000s, management retrenched to dig itself out of a huge economic hole, and books on execution became required reading.

Now as we enter the latter half of the decade, yet another set of new issues confront us. The great growth market opportunities have been transplanted to Asia and with them local economic advantage as well. Moreover, offers incubated in low-cost economies can be expected to disrupt business models in established markets. How can today's leading enterprises compete successfully for revenues and profits in a globalized, commoditized, deregulated marketplace?

That is the question Dealing with Darwin seeks to answer. As with Geoff Moore's previous books, the focus is on frameworks that reinterpret the changing landscape of business to highlight new forces that have come to the fore. This time the key issues are innovation and inertia, and how companies must manage both to create superior economic returns.

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