Blue Ocean Tools

Tipping Point Leadership

The conventional theory of organizational change rests on transforming the mass. So change efforts are focused on moving the mass, requiring steep resources and long time frames — luxuries few executives can afford. Tipping point leadership developed by W. Chan Kim and Renée Mauborgne, by contrast, takes a reverse course. To change the mass it focuses on transforming the extremes: the people, acts, and activities that exercise a disproportionate influence on performance. By transforming the extremes, tipping point leaders are able to change the core fast and at low cost to execute their new strategy.

Conventional Wisdom The theory of organizational change rests on transforming the mass and these efforts require steep resources and long timeframes.
Tipping Point Leadership To achieve a strategic shift at low cost, focus on the extremes – the people, acts, and activities that exert a disproportionate influence on performance.

© Kim & Mauborgne. All rights reserved.

Hence, contrary to conventional wisdom, mounting a massive challenge is not about putting forth an equally massive response where performance gains are achieved by proportional investments in time and resources. Rather, it is about conserving resources and cutting time by focusing on identifying and then leveraging the factors of disproportionate influence in an organization.

By single-mindedly focusing on points of disproportionate influence, tipping point leadership helps managers topple the four hurdles to strategy execution quickly and at a low cost by answering the following questions:

  • What factors or acts exercise a disproportionately positive influence on breaking the status quo?
  • On getting the maximum bang out of each buck of resources?
  • On motivating key players to aggressively move forward with change?
  • And on knocking down political roadblocks that often trip up even the best strategies?

 

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W. Chan Kim and Renée Mauborgne created a comprehensive set of analytic tools and frameworks to create blue oceans of new market space. In their just released New York Times Bestselling book, BLUE OCEAN SHIFT (September 2017), Kim and Mauborgne share how to put these practical market-creating tools into practice to move from red to blue oceans and to do so in a way that people own and drive the process.

Brimming with battle-tested lessons and the stories of organizations from around the world that put their ideas into practice, Kim and Mauborgne highlight what works, what doesn’t, the potential pitfalls along the way and how to avoid them to achieve the best results in your organization. Get your copy of BLUE OCEAN SHIFT now, and get all these answers plus so much more including exercise templates you can use to apply the tools in your organization.

All analytic tools © Kim & Mauborgne. All rights reserved.

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Don’t just check out the tools. Learn how to put them in practice. Find out what works, what doesn’t, the potential pitfalls along the way and how to avoid them to achieve the best results in your organization. Get your copy of BLUE OCEAN SHIFT now, and get all these answers plus so much more including exercise templates you can use to apply each tool in your organization.

Red Ocean vs. Blue Ocean Strategy
Value Innovation
Visualizing Strategy
Strategy Canvas
Four Actions Framework
ERRC Grid
Six Paths Framework
Pioneer Migrator Settler Map
Three Tiers of Noncustomers
Sequence of Blue Ocean Strategy
Buyer Utility Map
Price Corridor
of the Mass
Four Hurdles to Strategy Execution
Tipping Point Leadership
Fair Process

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