Jumping the innovation curve chasm is one thing I constantly think about. In the book, Crossing the Chasm, the author writes about early adopters, mainstream and antique people who engage in your product or services. While building a service and moving it from a vision to standard operations, someone has to know when the time is. It helps because I can make reference and see many examples in the technology adoption life cycle as a software developer.
The impact this concept has it high! Why? As many work really hard to keep things going, there's a whole other team of people who are measuring and identifying the attrition rate of a product and or service. Defining what the next innovative product or service is, leveraging and bouncing off the current product/service will give an organization the option of sustaining. Staying alive is a good thing, we all want to live, right?
In my current real life work, we have been using Conventions as a revenue stream to help fund the day to day operations. The feedback I have been getting from convention organizers is that cost is going up for these convention centres, which squeezes them out of bringing in exhibits like ours to meet their convention goals. So when the spice doesn't flow, things start will stop operating.
We have identified that bringing in new people is important to building any organization. The STEAM field for training young people to become code literate is a big market. So, we started an academy and have begun prototyping course delivery and charging money. Perhaps training, education and STEAM awareness is the current solution for creating a secondary revenue stream, so we are not focused on just conventions only to sustain.
Reference:
Title: Crossing the Chasm
Author Geoffrey A. Moore
Subject Marketing high-tech products
Genre Non-fiction
Publisher Harper Business Essentials
Publication date 1991
Media type Book
Pages 227
ISBN 0-06-051712-3
