LTP 2024 will focus on mastering disruption – both proactively and reactively. By honing our ability to detect the critical triggers of disruption that can signal impending changes, we can respond proactively with effective solutions once the threat materialises.
To effectively anticipate potential disruptions to our products, we must remain vigilant and attuned to various triggers that can signal impending changes. We can strategically plan to disrupt our product and anticipate disruptions arising from internal and external sources. With this in mind, we can adopt a proactive stance to navigate and thrive amidst disruption.
We will be exploring the theme of “Disrupting the Product” by considering some critical triggers of disruption and look to how we can master them.
Speakers at LTP 2024 will share their insights and expert strategies to empower you in weathering disruptions and leveraging them to your advantage.
By attending LTP 2024, you will gain the knowledge and skills needed to navigate the triggers of disruption effectively, and will leave the Conference equipped with the tools to ensure your products maintain their resilience and innovation in an evolving business landscape.
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- Full Day Conference Access
- Refreshments & Meals
- Video Replay and Speaker Slides
- + More to be announced
LTP 2024 IS PROUDLY BROUGHT TO YOU BY
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HOSTING PARTNER OF LTP 2024 | MELBOURNE
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Melbourne Conference Theme
‘Disrupting the Product: Mastering When and How’
We will focus on mastering disruption – both proactively and reactively. By honing our ability to detect the triggers that can signal impending changes, we can respond with effective solutions.
Among various strategic growth options, one approach is to disrupt our products by seeking innovative and more effective solutions to address the same customer needs. This could result in the introduction of new products featuring different business models, cost-effectiveness, or superior solutions to address customer challenges. Failing to embrace self-disruption proactively may leave us vulnerable to external forces that may take the reins of change on our behalf.
We must stay vigilant for threats that could undermine our market share and competitive edge, and refrain from complacency based on our organisation's size, history, or market position. Instead, we must diligently monitor our competitors, new entrants, and adjacent suppliers who may present quicker and more effective solutions to the same customer problems. Overlooking these signals and failing to strategise on how to navigate market threats deftly can result in dire consequences such as a loss of market share, decreased profitability, and the risk of becoming irrelevant in the business landscape.
Business Growth Surge
We often associate product disruption with negative external factors. Still, it's crucial to recognise that positive events, like rapid expansion, can equally influence our products and our approach to product development. While we embrace growth, we must closely observe how it affects product quality and the dynamics within our teams. If we detect unintended consequences, it's imperative to proactively address these issues before they escalate into more profound and persistent challenges that become more expensive to resolve.
It's important to be attuned to unforeseen opportunities that may disrupt our existing strategic roadmap while also presenting enticing pathways for expansion. These opportunities could take various forms, but it's crucial to recognise that embracing such opportunities may necessitate a re-evaluation of our plans, and careful consideration is essential to ensure alignment with our long-term goals, risk profile and strategic vision.
Any rumours or negative information circulating about an organisation or product can substantially threaten revenue streams and brand equity. To mitigate the potential impact of damaging rumours, it's essential to be proactive. This involves not only being aware of what's being said but also having a well-crafted narrative ready to shape or influence public sentiment in a direction that safeguards your product and company.
Monitoring various economic indicators – such as inflation rates, economic growth forecasts, and consumer spending patterns – is essential in a fluctuating global economy. These shifts can have far-reaching effects on our product's performance and viability in the market. To thrive (or survive), we must recognise these economic indicators as opportunities to win by offering more competitive positioning.
Sometimes, we can be the source of potential threats to our own product. As our organisation faces new and unforeseen challenges, there might be instances where our team lacks the capability, mindset, experience, or established methods to address these issues effectively. By approaching internal challenges with a growth mindset, we can transform these hurdles into opportunities for advancement and innovation.
An evolving technological landscape may demand the introduction of new products or product enhancements. While we don't want to dismiss every emerging technology as hype and be relegated to a laggard in adoption, we also don't want to adopt every new technology trend blindly. Instead, we must clearly understand its value proposition within our strategic direction – not make a strategic direction for a technology trend.
Disruption doesn’t just happen at the crossroads of technology and market demand. It collides head-on with society, culture, and politics – the mechanisms that shape our world. These prevailing systems that govern our lives possess the capacity to profoundly disrupt our products and our approach to managing and growing them. While disruption often spells challenges, it also offers unparalleled opportunities to drive positive change.
To ensure the continued success of our products in the market, we must foster collaboration among our internal teams, including Engineering, Design, and Marketing. One of the most significant challenges to our products' sustained growth lies in the potential resistance within our teams to work cohesively. This resistance poses a disruptive threat to our ability to maintain relevance in the face of competition and sustain growth. We must consistently fortify our working relationships and operational methods to prevent internal focus from impeding product development and adaptation to external market dynamics.