More than 25% of revenue and profits come from products launched in the previous three years across a range of markets according to a 2017 McKinsey & Company article.  Services change even more rapidly.  Between 75% and 95% of new product launches fail, according to the same article.  The “topple rate” is the proportion of companies who are leaders (in the top 20% in revenue) in an industry fall from that level over a five year period.  It measures the degree of change in an industry.  As a result of increased rate of change in products and services, a study done by Deloitte estimated the topple rate had doubled in the early 2000s and appear to have increased since then.

Not only have products and services changed, the way in which organizations inform the marketplace has changed.  The use of social media platforms, now a primary means, was virtually unused as recently as 2012.  Organizations publishing their policies regarding the environment or social equity were rare until the past ten years and now are ubiquitous.

Market-based decision models can provide significant guidance to an organization when it is trying to understand marketplace preferences, how a marketplace makes choices, how to employ reality-based creativity in developing product and service alternatives, and to effectively test the performance of changes in a product-scape before making launch decisions.  Monitoring testing can aid a company in both spotting losers more quickly and leveraging winners sooner. 

A note on seminar tailoring:  Clients can propose variations or combinations of the seminar topics and / or timing shown here.  Clients can request tailoring of seminars to focus on particular risks or decision issues facing their unit or organization.  Seminars still work well with adjusted timing; for example, the three-day seminars can be spread over a week to free up selected mornings or afternoons for other organization activities.  The use of software can be increased or eliminated altogether in these seminars.