The Sweeney Agency

About Geoffrey Moore - Business Strategy and Management Speaker:

Geoffrey Moore is a best-selling author, a Managing Director at TCG Advisors and a venture partner at Mohr Davidow Ventures. Recognized as a leading business consultant to large companies facing formidable strategic challenges, Geoffrey works with established enterprises in his role of Managing Director of TCG Advisors. In this role, he divides his time between consulting on strategy and transformation challenges with senior executives and developing mental models to support the practice.

Geoffrey has written Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution. Also recognized for his expertise in market development and business and investment strategies, as a Venture Partner at Mohr Davidow Ventures he serves as an advisor to many of their portfolio companies by drawing upon best practices derived from his extensive background working with technology startups.

Geoffrey has made the understanding and effective exploitation of disruptive technologies the core of his life's work. His books, Crossing the Chasm, Inside the Tornado, The Gorilla Game, and Living on the Fault Line are best sellers and required reading at leading business schools such as Stanford, Harvard, MIT, and etc. Highly regarded as a dynamic public speaker, Geoffrey is the founder of The Chasm Group.

Mr. Moore holds a bachelor's degree in literature from Stanford University and a doctorate in literature from the University of Washington.

What Geoffrey Moore Talks About:

In his compelling presentations, Geoffrey Moore turns his attention to the most critical question for businesses today: how can companies that rose to prominence prior to the age of the Internet manage shareholder value in today's technologically-advanced business world? Old management truths have been laid to rest, and business models must be revised to accommodate the shifts of alignments among the various strata that make up the competitive advantage hierarchy since the dot com revolution of the last decade. Moore resets the management agenda by providing new metrics and navigational tools to keep the team on course as well as new strategies for achieving and sustaining competitive advantage.

Moore introduces his audiences to a gap or chasm that innovative companies and their products must cross in order to reach the lucrative mainstream market. He then provides insight into how to capitalize on the potential for hyper-growth beyond the chasm, detailing the need for radical shifts in market strategy and prescribing appropriate tactics for succeeding in each stage of the cycle.

Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution
Every five years or so, it seems, the balance of power in business shifts, and a new set of frameworks is needed to bring the new realities into focus. In the early 1990s, as the technology sector rose to power, the new reality was technology-enabled markets and the new frameworks included the Technology Adoption Life Cycle. In the late 1990s, it was all about the rise of the Internet, the dot.coms, and dizzying stock market valuations, and managing for shareholder value became core. With the downturn in the early 2000s, management retrenched to dig itself out of a huge economic hole, and books on execution became required reading.

Now as we enter the latter half of the decade, yet another set of new issues confront us. The great growth market opportunities have been transplanted to Asia and with them local economic advantage as well. Moreover, offers incubated in low-cost economies can be expected to disrupt business models in established markets. How can today’s leading enterprises compete successfully for revenues and profits in a globalized, commoditized, deregulated marketplace?

That is the question Dealing with Darwin seeks to answer. As with Geoff Moore’s previous books, the focus is on frameworks that reinterpret the changing landscape of business to highlight new forces that have come to the fore. This time the key issues are innovation and inertia, and how companies must manage both to create superior economic returns.