Sports teams have one for each game. Theatre companies have one for each production. Political parties have one for each campaign. And high-tech companies...well, not so fast. What are we talking about? Playbooks. Their purpose: to coordinate a group of autonomous individuals, performing a complex activity, to achieve a predetermined and gratifying result. 

Last month I posted an article titled “Landgrab Economics – Making Sense of the Facebook-WhatsApp Deal” to try to explain, among other things, the wild valuations and bewildering events that occur in consumer-focused cloud businesses that are in mass-market hyper-growth mode. My specific objective with regard to the Facebook-WhatsApp deal was to help readers judge whether the deal made sense, particularly at the outsized valuation involved.

This post originally appeared on LinkedIn Influencers. Follow Geoffrey Moore on LinkedIn.

In the blog prior to this one, I outlined seven things I thought were not only new but in a way that impacts the application of the crossing the chasm market development model. In this blog, I want to provide a counterbalance to that and present seven things I believe have not changed.

This post originally appeared on LinkedIn Influencers. Follow Geoffrey Moore on LinkedIn.

January 28 is the publication date for the third edition of Crossing the Chasm. As with the second edition, i have worked hard to preserve the original argument largely intact. The big change is all new case examples referencing companies who crossed the chasm sometime in the past two years. This should make the book a bit more accessible to the current generation of entrepreneurs and perhaps a fun reread for those looking for a refresh.