Because the night belongs to lovers. This song by Bruce Springsteen, which was co-written with Patti Smith, serves as inspiration to this month’s article. I wanted to pay homage to the one and only 'Boss' of music as I recently had the great fortune of seeing him in concert at Anoeta Stadium in Donostia-San Sebastian as part of his world tour. It was a remarkable performance by a true showman, full of passion, and with fantastic playing by both Springsteen and his touring band who connected fully with the audience.
I wanted to talk about this concert, and Springsteen’s career, as an example of what competitive business models are. In essence, they entail being sustainable over time, and are based on a differentiated value proposition. Remaining competitive also means being recognisable and able to evolve to meet the needs of clients (or music lovers), whilst permanently and decisively adapting to internal and external changes.
No matter what song it is, whenever his music plays, it's instantly recognised by anyone listening. Springsteen has a distinct identity that makes his music unique in the world of music. And this is one of the premises of competitiveness: the uniqueness of the business project in order to offer differentiated value compared to the competition. What is surprising is that this unique personality continues despite having evolved enormously over the years, and whilst weaving in other styles and types of music. Is this not what we ask of our companies in our changing world?
I've always been impressed by how, concert after concert, Springsteen and the E Street Band are able to evoke a new, innovative, magical and personalised experience. The band plays the same songs over and over to fans who are, not only very familiar with them, but who also listen to them on a frequent basis. And yet the amazing thing is that despite being so familiar to us, each time these songs induce completely new and original feelings as they were produced and played just for us.
Could you imagine this same scenario playing out day after day in our business world? That is to say, if we were capable of supplying our clients with a product which included various standardised elements, such as having greater control over the cost, ease of production, and perfect internal organisation. Furthermore, with each individual contributing passion and knowledge to bring value to our product or service, we would offer a unique and differentiated experience vis-à-vis the competition. What would the result be should we be able to consistently carry this out?
In closing, I would like to invite our organisations to apply the following concepts to the catchy beat of 'Born to Run': passion, the capacity to adapt, and possessing a unique identity. Additional aspects include being able to identify the client’s needs and tastes, personalising the offer with solid delivery, and amongst other things, perfectly 'orchestrating' the people involved. The result is surely to be as memorable and long-lasting as the unique experience gifted to us once again by the 'Boss'.
Read the original article in El Economista.