Articles

Zero Latency Measurement

The Dark Side of Speed

First Mover or First Loser?

1st Generation Speed Strategies

2nd Generation Speed Strategies 

Speed by Magic

How to Become a Fast Cycle Time Competitor

Speed is increasingly a critical element of strategy and success.  Be it the so-called "first mover" advantage that internet companies seek or classic time-to-market leadership, speed, or the lack of it, can spell the difference between success and failure.  Since writing Fast Cycle Time, the strategies and sources of speed have changed.  Strategies which worked in the early nineties (1st generation) continue to have an impact depending on the state of one's industry.  New strategies (2nd generation) are emerging that build and alter early approaches.  In both cases, the strategic case for speed remains compelling.  The continuing challenge is how do you achieve it and where does it provide the most value.

• Cash and other resources are always available (for a price), but  for customers, leaders and employees, time is the most limited resource.

• Working harder does not yield a sustainable, nor significant speed advantage.

• Always going faster is dumb.  Stopping and changing directions quickly is equally important.

• How fast you decide what to do and how to do it, is as important than how fast you execute.

• "First Mover" advantage erodes if you don't execute. 

Research confirms that those who are first to market with successful new products and service enjoy market share leadership.  The race for Internet eyeballs is the most recent endorsement of this strategy.  One call also find examples in the past such as Chrysler's leadership in the mini-van market.  Chrysler dominated the market for over five years by being first.  They were able to incorporate actual customer experience in their second generation products while competitors were still relying on market research.