Savoring surprise: the leadership learning opportunity

Abstract

Purpose

This paper aims to show that some astute leaders have learned to look for opportunity in surprises, sometimes discovering important strategic variables that contribute to long‐term success.

Design/methodology/approach

The paper proposes that market analysis surprises be routinely mined and sifted for bigger and better ideas, strategies and solutions.

Findings

Leaders need to learn how to harness the latent opportunities that reside within the inevitable surprises they will experience. Shaping how customers encounter surprise can actually make the difference between a trivial product or service experience and a memorable one that builds excitement and loyalty.

Practical implications

In the case of both Intuit's Quickbooks and Canon's Mark II camera, customer segments outside of the intended target revealed surprising market opportunities.

Originality/value

The author offers a matrix for identifying four tactical responses managers have for harnessing surprise: Seek & Shape, Prepare & Pivot, Catch & Capitalize, and React & Respond.

Citation

Kaplan, S. (2012), "Savoring surprise: the leadership learning opportunity", Strategy & Leadership, Vol. 40 No. 6, pp. 46-50. https://doi.org/10.1108/10878571211278895