What It Takes

In a previous post, I mentioned Tesla as an example of a company that offers the best product on the market (the Model S) and created a movement.

Over time, the company perfectly balanced a “product-first” strategy with a “movement-first” strategy.

Tesla changed the cultural norms and our mental model about cars. Moreover, their strategy managed to change the dominant narrative about driving. As a result, we’ve now reached the tipping point beyond which almost every car manufacturer adopted the idea of going all-electric.

Creating a movement means that you’re able to create a strategic narrative. There are conditions to doing this.

One of them is to lead with detachment.

Indeed, a movement is not about the leader. It’s about the followers. And to have followers, you need to make it easy for people to join and also become leaders.

When Tesla decides to release its battery patents for use by anyone, including competitors, it intentionally wants to create followers. They’re so serious about creating a movement that they’re giving up some of their privileges to make their narrative actionable. As a result, even their competitors have a role in the movement they created.

Volvo did the same 50 years before, with the invention of the three-point seatbelt.

Creating impact requires going through some serious emotional labor and being so focused that you can be detached about giving up the recipe to create your best product.

Not everyone wants and can do it. But it seems like something worth trying.

Will you be that kind of industry leader?

A couple of upcoming events will accelerate your transformation towards creating a strategic narrative and, why not, a movement.

See below. I hope to see you there.