Traditional 3C’s Methodology is a businss strategy framework conceived and built by Kenichi Ohmae who is a world renowned Business Strategist. We have adapted the core principals of the 3C’s to product and technology strategy. We have found that the 3 elements of the strategic triangle: Customer, Competitors and Company play well when evaluating the right approach to managing technology driven organizations. Whether you are driving a Product Engineering team or a traditional IT Organization, utilizing the 3C’s can deliver a businss aligned strategy and set a foundation for success. As Kenichi Ohmae once said, ““Rowing harder doesn’t help if the boat is headed in the wrong direction.”.
Classic cornerstones of the 3C’s are the Customer, Competition and the Company. We must reapply this thinking around our use of technology assets. Who is the customer? Where is my competition? and What am I trying to do as an organiziation?
- Customers: Who is the customer? Key elements to consider include: customer demographics (E.g.: geography, department function, budget, etc.), customer needs, customer segments size and growth rates, customer willingness to pay and price sensitivity, etc.
- Competition: What are the competitive dynamics? Key elements to consider include: competitors’ value proposition and brand, competitors’ market share and growth, competitors’ financial health, etc.
- Company: What defines the company? Key elements to consider include: product offering, profitability, core competencies, unique selling point, financial performance and resources, etc.
3C’s is classically applied to Corporate and Marketing Strategies to gain an edge over the competition. Driving competitive edge is a key to the success of any digital product company who is “in it to win it”. We have also found that by shifting perspective to internal customers that this approach allows new strategic thinking for traditional IT organizations and ensures strong alignment between corportae strategy and IT strategy.