Turning Trash Into Treasure With Blue Ocean Strategy: Garbage Clinical Insurance (Part 2)

Understanding the Buyer’s Experience in Blue Ocean Strategy gives insights into the pain points of customers and systematically explores the innovative solutions beyond industry boundaries. In the previous episode, we highlighted how poor waste management in the rural areas of Indonesia was instrumental in people getting exposed to certain diseases. Besides, affordability of basic healthcare services for these people was an issue and affecting daily lives. In this article, we will discuss how Garbage Clinical Insurance is trying to narrow this gap by offering basic healthcare services in the rural areas at the lowest cost and improving the well-being of society at the same time.
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Turning Trash Into Treasure With Blue Ocean Strategy: Garbage Clinical Insurance (Part 1)

Did you know that Asian countries faced a significant challenge in waste management industry? In fact, about 60% of marine polluters come from Asian countries, which Indonesia is the 2nd largest contributors of plastic pollution in the oceans. An estimated 175,000 tons of waste every day, which is suffice to fill up thousands football fields and cover the entire capital city of Indonesia. Blue Ocean Strategy helps organizations (managers) to think out of the box and make use of underutilized and undervalued resources to create a greater impact to organizations and communities. It also enables companies to make smart trade-off decisions given the limited resources. In this article, we will discuss how an entrepreneur defined gaps from 2 different industries and identified value to assist unserved and underserved group of people with Blue Ocean Strategy.
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Want to Create a Blue Ocean? Avoid These Six Red Ocean Traps

There are six especially salient assumptions built into managers’ mental models. The authors of the Blue Ocean Strategy book have come to think of them as red ocean traps, because they effectively anchor managers in red oceans and prevent them from entering blue oceans. The first two traps stem from assumptions about marketing, in particular an emphasis on customer orientation and niches; the next two from economic lessons on technology innovation and creative destruction; and the final two from principles of competitive strategy that regard differentiation and low cost as mutually exclusive choices. In this article, we’ll look at each trap in detail and see how it thwarts companies’ attempts to create markets.
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How to Develop and Select Your New Leadership Profiles

The Blue Ocean Leadership Grid can be used to identify what leadership acts and activities should be eliminated, reduced, raised, and created in pursuit of high impact at low cost. With the As-Is Leadership Canvases drawn and a shared understanding built of the current leadership reality, organisations are now both ready and hungry to move to the second and third steps of the blue ocean leadership process. In the second step, alternative Leadership Profiles are developed that would allow for a step change in leadership strength that would release the unrealised talent and energy of employees. In the third step the new or To-Be Leadership Profiles are selected at the ‘Leadership Fair.’ Here’s how the two steps work and complement one another.
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