Innovation Competition Strategies

ABM tech. It's tempting to chase the latest shiny tool, right? But I've learned that features alone don't win. Integration does. Think of it like building a kitchen. You could have the best oven, fridge, and stove. But if they don't work together, you'll have a mess. I've seen companies with many ABM tools, but the data doesn't connect, and the teams can't collaborate, resulting in not so good ABM results. The key is a unified platform. I mean one that connects your CRM, marketing automation, intent data, and personalization tools. Imagine this... Your intent data shows a target account is researching your solution, and your CRM automatically picks that up and updates this account's profile. Then, your marketing automation triggers a personalized email while your sales team gets real time alerts. That's what I mean by integration. And that's power. It's like having a GPS for your #ABM strategy. You know exactly where you are and where you're going. Of course, this requires careful planning. Start with your data. 👉🏾Where does it live?  👉🏾How does it flow?  👉🏾Which systems need to talk to each other? Tools like Zapier or Workato can help with these integrations. They can connect disparate systems and automate workflows. But don't forget the human element. Your teams need to be aligned. They need to understand how the tech stack works. They need to use it effectively. #b2bmarketing #marketingstrategy

Most enterprises treat quantum computing as a nerdy R&D curiosity. A mistake. Critical business problems, which are fundamentally constrained by classical computing today, are likely to be solved by 2030. With a hybrid combination of high performance computing and quantum approaches. Three sectors stand out: Pharma, Life & Material Sciences: Drug discovery is essentially a molecular simulation challenge. Classical systems approximate. Quantum systems are designed around quantum mechanics itself. Thus, it is not just about faster research, but the ability to model molecular interactions with higher fidelity. For protein folding, compound optimization, personalized therapeutics. Reaching quantum advantage first in pharma won’t merely accelerate pipelines — it will redefine them. Financial Services: Banks, insurers, stock exchanges operate enormous optimization, transaction or probability engines. E.g., for risk simulations, or fraud detections. Many of these problems scale exponentially in complexity. Quantum algorithms are particularly promising where classical Monte Carlo simulations hit practical limits. And, quantum computing is becoming a cybersecurity challenge. Post-quantum cryptography migration will likely be one of the largest infrastructure transitions the financial sector has seen for decades. Complex Logistics & Supply Chains: Airlines, shipping companies, manufacturers, energy grids, and global retailers all face combinatorial optimization problems. These systems already operate at scales where small efficiency gains create major business impact. Enterprises operating in these segments should get „quantum-ready“ now: • Identify quantum-relevant business problems • Work with quantum partners who advocate an open approach • Build internal quantum literacy • Develop hybrid workflows • Prepare your security stack for the post-quantum era. Additionally we need quantum computing companies delivering at production scale. IQM Quantum Computers calls this Production Quantum. Which is the delivery of a production-ready full stack solution rather than just a scientific solution for a specific problem. This is the same pattern we saw with #AI. The competitive gap formed before the technology fully matured. #Quantum readiness is becoming a strategic capability and critical timing question. For an increasing number of enterprises. Not only for R&D departments.

🚀 Europe’s Quantum Moment Has Arrived and It’s Time to Act. Quantum technologies are no longer a distant promise, they are the next frontier of innovation, industrial competitiveness, and strategic sovereignty. 💥 The recently published Quantum Europe Strategy lays out a bold and coordinated vision to position Europe as the world’s quantum powerhouse. I had the opportunity to review this strategy in depth, and it’s a comprehensive blueprint that spans infrastructure, research, industry, skills, and global partnerships. From deploying 10 EU-built quantum computers by 2028 to launching a Quantum Skills Academy and integrating quantum tech into Galileo and IRIS², the EU is committing to full-stack development (hardware, software, talent, and security). This strategy doesn’t just talk research, it’s about converting breakthroughs into real-world applications across healthcare, energy, logistics, and defence. Importantly, Europe is also creating the conditions for quantum startups to scale, offering a mix of grants, equity, and infrastructure support to transform deep science into competitive business. 🚀 What makes this particularly timely is the global context: China, the US, and Canada are scaling fast. For Europe, the choice is clear, either we lead or risk falling behind. With 120+ startups, strong academic leadership, and coordinated EU–Member State governance, the strategy offers the scaffolding needed to scale our ambitions. Quantum is no longer just about science, it’s about sovereignty, resilience, and economic impact. And I’m thrilled as a European and as a Digital EU Ambassador to see Europe move with this level of clarity and commitment. EU Digital & Tech 📎 For more details on the strategy and public consultation: https://lnkd.in/e5TJpuNQ The image below was created by Adobe Stock

The biggest quantum story this month wasn't a breakthrough in qubit count. It was the U.S. government's push to integrate quantum computing, networking, and sensing into a unified commercial stack through Project Triad. At the same time, startups continue to attract massive capital, including Oratomic's $300M Series A, signaling that the race is shifting from research to infrastructure. What most people are missing is that quantum's bottleneck is no longer just physics - it's ecosystem development. Every transformative computing platform has required a full-stack buildout: hardware, software, developer tools, manufacturing, security, and demand-side adoption. Governments are now underwriting that ecosystem because the winners won't simply sell faster computers; they'll define the next generation of cryptography, drug discovery, materials science, and national security. The market is beginning to value orchestration over isolated technical milestones. For founders, the opportunity extends well beyond building quantum hardware. Infrastructure software, hybrid computing workflows, post-quantum security, and vertical applications may create larger and faster businesses over the next decade. For investors, the key question is shifting from "When will quantum work?" to "Who owns the critical layers when it does?" That distinction will determine where enduring value is created. #QuantumComputing #DeepTech #Startups #VentureCapital #Innovation https://lnkd.in/deDGWBK5

After many in-depth conversations with fashion leaders about implementing 3D technology and addressing the challenges that come with it, here are ten critical insights to consider before you take the plunge:👇🏾 1️⃣ 𝘾𝙡𝙖𝙧𝙞𝙛𝙮 𝙔𝙤𝙪𝙧 𝙤𝙗𝙟𝙚𝙘𝙩𝙞𝙫𝙚𝙨: What specific goals do you aim to achieve with 3D technology? 2️⃣ 𝘼𝙨𝙨𝙚𝙨𝙨 𝙒𝙤𝙧𝙠𝙛𝙡𝙤𝙬 𝙄𝙢𝙥𝙖𝙘𝙩: How will integrating 3D affect your current processes and operations? 3️⃣ 𝙀𝙫𝙖𝙡𝙪𝙖𝙩𝙚 𝙄𝙣-𝙃𝙤𝙪𝙨𝙚 𝙎𝙠𝙞𝙡𝙡𝙨: Do you have the necessary expertise within your team, or will you need to invest in training or hiring? 4️⃣ 𝙐𝙣𝙙𝙚𝙧𝙨𝙩𝙖𝙣𝙙 𝙩𝙝𝙚 𝙄𝙣𝙫𝙚𝙨𝙩𝙢𝙚𝙣𝙩: Have you fully calculated the initial costs and ongoing expenses associated with 3D implementation? 5️⃣ 𝘿𝙚𝙛𝙞𝙣𝙚 𝙎𝙪𝙘𝙘𝙚𝙨𝙨 𝙈𝙚𝙩𝙧𝙞𝙘𝙨: How will you measure the success of your 3D initiatives? What benchmarks will you set? 6️⃣ 𝙄𝙙𝙚𝙣𝙩𝙞𝙛𝙮 𝙇𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥: Who will be responsible for driving the 3D initiative and ensuring its successful adoption? 7️⃣ 𝘾𝙤𝙣𝙨𝙞𝙙𝙚𝙧 𝘾𝙧𝙤𝙨𝙨-𝘿𝙚𝙥𝙖𝙧𝙩𝙢𝙚𝙣𝙩𝙖𝙡 𝘾𝙤𝙡𝙡𝙖𝙗𝙤𝙧𝙖𝙩𝙞𝙤𝙣: How will 3D technology impact collaboration between different teams, such as design, product development, and marketing? 8️⃣ 𝙋𝙡𝙖𝙣 𝙛𝙤𝙧 𝙄𝙣𝙩𝙚𝙜𝙧𝙖𝙩𝙞𝙤𝙣 𝙬𝙞𝙩𝙝 𝙀𝙭𝙞𝙨𝙩𝙞𝙣𝙜 𝙏𝙤𝙤𝙡𝙨: How will 3D technology integrate with the tools and systems you currently use? Are there compatibility issues to address? 9️⃣ 𝙋𝙧𝙚𝙥𝙖𝙧𝙚 𝙛𝙤𝙧 𝘾𝙪𝙡𝙩𝙪𝙧𝙖𝙡 𝘾𝙝𝙖𝙣𝙜𝙚:  How will you manage the cultural shift that comes with adopting new technology? Are your teams ready for the change? 🔟 𝘼𝙣𝙩𝙞𝙘𝙞𝙥𝙖𝙩𝙚 𝙇𝙤𝙣𝙜-𝙏𝙚𝙧𝙢 𝙎𝙘𝙖𝙡𝙖𝙗𝙞𝙡𝙞𝙩𝙮: How will your 3D strategy scale as your business grows? Are you building a flexible foundation that can evolve with future demands? Which of these considerations resonates most with your organisation’s current challenges? 𝗛𝗼𝘄 𝗰𝗮𝗻 𝘄𝗲 𝗵𝗲𝗹𝗽? At INHOUSE, we understand that adopting 3D technology can feel overwhelming, and you may not have all the answers right now—but that's where we come in. We work with you to navigate the complexities of 3D integration; from strategy to design and training. Whether you're just starting out or looking to scale, we will guide you through every step! ☎️ Book a call

Most quantum boardroom conversations end without an agenda. They end with a posture — "we're monitoring quantum developments," "we're taking it seriously". Neither statement produces a plan. The distinction matters because quantum creates three problem classes, each with a different urgency and a different cost of inaction. A generic posture misaddresses all three at once. The right response, for most leadership teams, has three parts. The first is to defend now. Post-quantum cryptography belongs on the enterprise risk agenda as a current priority. That means building visibility into cryptographic dependencies across the enterprise, identifying migration priorities, and mapping third-party exposure. This is the part of the quantum agenda that cannot wait. The second is to explore selectively. Most leadership teams do not need a wide portfolio of quantum pilots. They need a small number of focused efforts on high-value problems where the workload aligns with quantum's actual strengths — evaluated against the strongest available classical alternative. Each effort should be a targeted test: one specific problem, one clear classical benchmark, one honest evaluation. The third is to build options. For companies in simulation-relevant sectors — pharmaceuticals, advanced materials, energy — the right posture is modest investment in partnerships and early hardware collaborations. The goal is R&D workflows that are ready to integrate quantum subroutines when the technology matures. The companies that benefit most will not necessarily be those spending the most today. They will be the ones best positioned to move when the moment arrives. The most common failure on quantum is conflating the urgency of the three classes — treating all three as equally distant or equally immediate, when each has a different clock running. The organizations that get this right understand early which problem classes matter to their business, which ones to set aside, and what the distinction demands of them starting Monday morning. https://lnkd.in/gkymW7Xm

Staying ahead of the competition requires more than knowing what your rivals are doing right now—it demands a strategic understanding of why they make the decisions and how they are likely to act. This is where Porter’s Four Corners Analysis comes into play. Developed by Michael Porter, this strategic tool goes beyond surface-level assessments of competitors by diving into the motivations and capabilities driving their actions. It allows businesses to anticipate competitive moves and align their strategies proactively. The model consists of four critical components: 1️⃣ Drivers (Motivation): What are your competitors' long-term goals, and what internal and external factors drive their strategies? Understanding their motivations can reveal future strategic directions. 2️⃣ Current Strategy: How are your competitors competing today? This involves analyzing their market positioning, key activities, and resource allocation to identify strengths and weaknesses. 3️⃣ Capabilities: What resources and skills do your competitors have at their disposal? Assessing their capabilities helps determine if they can realistically pursue their goals, revealing potential opportunities and threats. 4️⃣ Management Assumptions: What beliefs shape your competitors' strategic decisions? Understanding their assumptions about the market and competition allows you to identify potential blind spots or miscalculations. Why Use This Analysis? Predict Competitor Actions: Anticipate moves before they happen and adjust your strategy accordingly. Identify Weaknesses: Pinpoint gaps between competitors’ aspirations and their actual abilities. Strategic Decision-Making: Use insights to inform market entry, pricing, product development, and investment decisions. Incorporating Porter’s Four Corners Analysis into your strategic toolkit can provide the foresight needed to outmanoeuvre competitors. It’s not just about knowing what they’re doing—it’s about understanding the why, the how, and the what’s next. Ps. Interested in business strategy and innovation? Please follow for insights and updates. 😀

The #Quantum Gold Rush Has Quietly Begun. While the world debates AI models, copilots, and agents, another race is gathering momentum beneath the surface. In the last 12 months alone, 33 quantum startups attracted nearly $2.8 billion in fresh capital. What caught my attention was not the amount. It was where the money is going. The funding patterns reveal that investors are no longer betting on a single quantum winner. They are funding an entire industrial ecosystem. Think about the semiconductor industry. The largest fortunes were not always created by the companies selling computers. They were created by those building lithography tools, foundries, memory, packaging, testing equipment, design software, and manufacturing ecosystems. Quantum appears to be entering a similar phase. The first cluster of funding is targeting the compute layer itself. Companies such as Quantinuum, QuEra, Quantum Motion, Alice & Bob, Quantum Art, QuamCore and Dirac are pursuing very different approaches to building fault-tolerant quantum processors. Trapped ions, neutral atoms, silicon-spin qubits, cat qubits and superconducting architectures are all receiving substantial investment. The message is simple. Nobody knows which qubit architecture wins. Therefore capital is funding multiple paths simultaneously. The second cluster is even more interesting. Investors are heavily funding the picks-and-shovels layer. Quantum Machines is building control systems. QEDMA focuses on error mitigation. kiutra develops cryogenic infrastructure. OpenLight, Q.ANT, Matrix Opto and Quix are advancing photonic technologies. Nu Quantum, memQ and Qunnect are building quantum networking capabilities. This is a powerful signal. The market is beginning to accept that quantum advantage will not emerge from processors alone. It will require a complete stack of control electronics, networking, cooling systems, photonics and error-correction frameworks. The third cluster focuses on the software and algorithm layer. Multiverse Computing, Phasecraft and several emerging players are working on quantum software, optimization frameworks, AI compression techniques and industry applications. History suggests this layer may ultimately capture disproportionate value. Hardware creates capability. Software creates adoption. Adoption creates economic value. What is equally revealing is geography. Europe accounts for the highest number of funded companies. The United States dominates funding size. Israel continues punching far above its weight. China is investing across hardware, software and photonics. Australia appears through silicon-spin innovations. Noticeably absent from the funding leadership tables is India. That should concern us. India has world-class mathematics, physics, engineering talent and one of the largest digital economies on earth. contd in comments.... DC* Dinwins

I used to train budtenders to increase average basket size. Then I realized I was training them to lose customers. Three months ago, I sat in on a transaction that changed the game: Our "top performer" convinced a first-time customer to buy a $60 eighth when they came in for a $15 pre-roll. The numbers looked great. The customer never came back. Meanwhile, our "underperformer" spent 10 minutes educating a nervous newcomer, recommended a single $10 gummy to start, and earned a customer who now visits twice a week. The difference wasn't sales skills. It was relationship skills. I rebuilt our training from the ground up: - Always suggest the premium option → Match products to actual needs  - Add-on at every transaction → Educate for the customer's journey  - Maximize today's ticket → Build tomorrow's regular Instead of only focusing on upselling techniques, we added on customer education. Instead of pushing premium products, we taught needs assessment. Results after 90 days: Average ticket increased 8%. Customer retention increased 34%. At C3 Industries, we train budtenders to be educators, not salespeople. Your team's performance isn't measured in today's transactions. It's measured in tomorrow's relationships. Stop training for the transaction. Start training for the customer. #BudtenderTraining #CannabisEducation #RetailDevelopment 

Technology isn’t a cost center, it’s your competitive edge. If you can’t shift this perspective, you won’t be able to innovate 📈 Over the past decade, I've guided numerous companies, from pharmaceutical giants to financial leaders, on their journey to becoming product-led. One common mistake I've seen is treating technology as a mere expense, not a strategic advantage. This view undermines transformation efforts. Here's how it unfolds and what to do about it. In many organizations, technology is seen as a cost center. When executives talk strategy, it's often about cost reduction. They can articulate market differentiators well but stumble when asked, "How does your tech vision enhance your competitiveness?" Silence. The competitive edge dulls as rivals leveraging tech strategically catch up. This approach is like playing corporate whack-a-mole: solving cost issues while missing opportunities. What if the process you streamlined wasn't needed at all? Or if you could innovate beyond traditional methods? Many transformations start with Agile to address slow development cycles. But speed alone doesn't equate to success. Agile without product thinking can lead to an output-focused mindset: success measured by backlog clearance rather than solving real business problems. Transformations stall when teams build features quickly without building the right ones. It's crucial to view software products as strategic enablers, not just tools to "run the business." Without this shift, product strategies remain uninspiring. Even if your software isn't sold, it can be a major strategic differentiator. Consider Capital One's journey: disrupting the banking sector by using data analytics for credit risk models and improving customer experiences by eliminating unnecessary processes. What about internal tools? For pharmaceutical companies, bringing drugs to market is essential. Instead of merely speeding up processes, your tech could identify study participants and predict outcomes better than competitors. It's about asking the right questions. "How do I make this cheaper?" leads to outdated solutions. "How do we re-imagine this process for an exceptional experience?" drives innovation. If you're on this journey, start by changing the conversation. Ask "why?" and "what if?" Shift from cost-cutting to value-creation, from outputs to outcomes, from project management to product thinking. Real transformation isn't about new processes or team reorgs. Those are secondary. The core shift is viewing technology as a strategic asset driving business value. That’s where the real transformation begins.