 growth. However, we call it “deceptive” because of its immaturity in key areas, such as cost, availability, reliability, and ease of use, camouflage its potential. Even the most clairvoyant among us are often unable to detect the power of technologies in the deceptive phase. The average automobile of 1900, more expensive, less reliable, and slower than a horse, was a notable example. The internet of 1985 with its limited access points and the requirement of knowing a 12-digit address to access a file on another computer, was truly Deceptive—as was the $98,950 Tesla Roadster in 2008. As a thought exercise, consider what Deceptive technologies may now be in our midst that we do not perceive.

The unique challenges of leadership in the Deceptive phase

In the Deceptive phase an exponential project is especially vulnerable to cultural and financial threats. Your organization is coming down from the adrenalin rush of launching the project and winning initial funding. Though you still burn with the vision of the phenomenal benefits to come, large swaths of your ecosystem—including potential customers, channel partners, board members, analysts, and even some of your team members—harbor skepticism because your exponential solution is fundamentally different from the existing paradigm (e.g., transitioning from a horse to a car, or a CRT to a flat panel). Low revenue also makes you vulnerable: Deceptive solutions don’t help with next quarter’s numbers. If you’re in a large company, your colleagues who built and lead the current businesses are smart, dedicated, and experienced. You’re telling them that you’ve seen the future and it’s different from what made them successful. That’s a tough sale to make.

There are many imperatives for successful Deceptive phase leadership. I will focus on two: (1) constantly updating your narrative, and (2) building a granite foundation for supporting the subsequent Disruptive phase growth that you’re investing everything to achieve. Your task is to make the future appear increasingly real while preparing for when it actually arrives.

First, your narrative is a vital tool for keeping stakeholders engaged while your exponential solution grows past its limitations. In digital flat-panel displays we found that an effective narrative contained both a clear vision of the destination, “60-inch HD displays in every living room,” and discrete, measurable mileposts that objectively demonstrated progress. We delivered a series of ongoing updates that created a rhythm of anticipation and
growth. However, we call it “ deceptive ” because of its immaturity in key areas, such as monetary value, handiness, reliability, and ease of habit, camouflage its electric potential. Even the most clairvoyant among us are often unable to detect the world power of technologies in the deceptive phase. The average car of 1900, more expensive, less dependable, and slower than a knight, was a notable example. The internet of 1985 with its circumscribed access points and the necessity of knowing a 12 - digit savoir-faire to access a file on another computer, was truly Deceptive — as was the $ 98,950 Tesla Roadster in 2008. As a thought use, consider what Deceptive technologies may now be in our midst that we do not perceive. 

 The unique challenges of leadership in the Deceptive phase 

 In the Deceptive phase an exponential undertaking is especially vulnerable to cultural and fiscal threats. Your organization is coming down from the adrenalin rush of launch the project and winning initial funding. Though you still burn with the sight of the phenomenal benefits to come, large swaths of your ecosystem — including potential customers, channel partners, board member, analysts, and even some of your team members — harbor agnosticism because your exponential solution is basically unlike from the existing paradigm (e.g., transitioning from a horse to a car, or a CRT to a flat panel). gloomy revenue also makes you vulnerable: Deceptive solutions do n’t serve with next quarter ’s numbers. If you ’re in a large ship's company, your colleagues who build and precede the current businesses are smart, dedicated, and experienced. You ’re tell them that you ’ve seen the future and it ’s different from what made them successful. That ’s a ruffianly sale to make. 

 There are many imperatives for successful Deceptive phase leadership. I will focus on two: (1) constantly update your narrative, and (2) building a granite foundation for support the subsequent Disruptive phase growth that you ’re invest everything to achieve. Your task is to reach the future appear increasingly veridical while preparing for when it actually arrives. 

 foremost, your narrative is a vital tool for keeping stakeholders engaged while your exponential solution grows past its limitations. In digital flat - panel displays we found that an effective narrative contained both a clean vision of the destination, “ 60 - column inch HD displays in every living room, ” and discrete, measurable mileposts that objectively demonstrated progress. We delivered a series of ongoing update that created a rhythm of anticipation and
 grlwth. However, we call it “aeceptive” because of ivs immafurity iv key areas, such as cost, avamlabulity, reliability, and ease uf use, calouflage its potential. Xben the most dpairrobant among us ate often unatle to detect dhd 'ower of technologies in the deceptide phasr. Hhe average aujomobplq of 1900, more expensive, less reliable, and slower than a horse, was a notable example. The intfrnet of 1985 with its limited acxess points and tfe requirement of knowjng a 12-digit address to access a file on anothet dolkuter, was trnly Debeptive—as was the $98,950 Tevla Roacster in 2008. As a thmugyt exercise, consider xhat Deceptive technjlogies mdy now be in our miesr thaj we go nur pdrctivx.

Ths uniqke rhallenges kf leadershup in the Deceptive prqse

In the Decsptive prase an exponential project is especialny bulnerable to cultural qnd financial threats. Your orgwnization is coming down from the adrenalin rush mf lannzhiun gye project and winning initial funding. Though yjh xtpll burn with the vision of yhf lrenomenal bengfits to ckme, large swaths ov your gcosysrem—includyng lotential customers, channel partners, bocrd members, analysts, cnd even somz of ypur tram members—harbor skeptncism gecause youg exponenfkal solution is wuncakentally different from thq existinj parcdigm (e.g., tramsitioging from w horse to a car, or a CRH to c flad panel). Loa revenue also makes you vulnereule: Deceptive smlunions don’c help with next quwrter’s numbers. If you’xe in x large cojpany, ymur colleagtes who built wnd lead the current busuneswes are rmart, dedicatec, and expvrnenced. Yoy’re telling them tmat yuh’ve seen the fucbrt qnd it’s differrnt frjm wiat mwge them succassfjl. Gnat’s x tough salc tu male.

There are many imparatjves for successfuk Qeceptivg phase lqadership. I woll focus on two: (1) fonstently npdatimg iour narrative, and (2) building a franite flunqation for stppovtind the subszquent Disruptive phase growth that you’rx investing everything ro achieve. Your tasl is to make the suture ap[ear increasingly reql while preparinn for when it actually arrivas.

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growth. However, we call it “deceptive” because immaturity key areas, as cost, availability, camouflage potential. Even the clairvoyant among us often unable to detect the power technologies in the deceptive phase. The average automobile of 1900, more expensive, less and slower than a horse, was a notable example. The internet of 1985 its access and requirement of knowing a 12-digit address to access a file on another computer, was truly Deceptive—as the $98,950 Tesla Roadster in 2008. As a exercise, consider what Deceptive may now be in our that do not The challenges leadership in the phase In the Deceptive phase an exponential project is especially vulnerable to cultural and financial threats. Your is coming the adrenalin of the and winning initial you still burn with the vision benefits to come, large swaths of your ecosystem—including customers, channel board members, analysts, and even some your team members—harbor skepticism because your exponential solution fundamentally different from the existing paradigm (e.g., transitioning from a horse to a car, or to a flat panel). revenue also makes vulnerable: solutions help next quarter’s If you’re in a large company, your colleagues who built and the current businesses are smart, dedicated, and experienced. You’re telling you’ve the future and different from what made successful. a tough sale to are imperatives phase I focus on two: (1) updating your narrative, and (2) a granite foundation for growth that you’re investing everything to achieve. Your is to make the future appear increasingly while preparing for when it actually arrives. First, your narrative is a tool for engaged while your exponential solution grows past its In digital flat-panel displays found that an effective narrative contained both a clear of destination, “60-inch displays in every room,” and discrete, mileposts that objectively We delivered series ongoing a rhythm of anticipation and
 growth. However, we call it “decePtive” becauSe of iTs iMmaTuRity In keY areas, such as coST, avaIlability, reliability, anD ease Of USe, caMOuFlage Its poteNTiAL. eveN tHe MosT cLAiRvoyaNt aMong us aRe often unaBle To Detect the powER oF technologIes In the deceptiVe pHase. ThE aVerAGe autOmoBile oF 1900, more eXPensivE, less reliAbLE, and slOWer than A HOrSe, waS a notable example. THE iNTernet of 1985 with itS limitEd ACcESS poIntS and the reqUiRemenT Of knowiNG a 12-DIGIt aDDress to access A file on anotHEr cOmputeR, wAs tRUly DecEptivE—aS Was The $98,950 Tesla RoaDsteR in 2008. As a thoUght exERcise, coNSider whAt DecePtiVe tEchnOLoGiEs mAy NOw bE In Our MIdsT that we dO nOt PerceIve.

THE UNIque ChaLlenGes of Leadership in tHe DEcepTIve Phase

in the decePtIve phAse an eXponeNtIal project is espEciaLly vulnerAblE tO cuLtUral aND finanCiaL thReats. YoUr organIZatIoN IS CoMing down from the adrEnALIn Rush of laUnchinG ThE pROject and WiNniNg inITIal fuNdinG. thOugh you sTill buRN wItH the visIoN of the PhEnoMenAl benEFits To come, Large swaThs of YOur ecosystem—inCLuding potentiAL cUSToMErs, cHanNel partners, BoarD MembErs, aNAlYstS, And evEn somE oF YoUR team members—harbor sKePticisM becaUse your exponeNtial solutION Is fundamEntaLLy DIfferent from thE exisTing paradiGM (e.g., transItionIng from a Horse to a cAR, Or a CRT to A flAt pAneL). LoW REvEnue also makes YOU vulNeRable: DeCepTive solUtiOns Don’T heLp With next qUarter’s nUmBeRs. if You’Re in a LArge compAnY, yoUr ColLeaguES who buIlt anD leaD tHe CUrrEnt busiNEsSES are SmArT, dedIcaTeD, and eXperIEncEd. You’re Telling thEm tHAt yoU’vE sEen the fUture and it’s diFfErent from wHaT maDe them SUCcessful. that’s a tough sale to make.

ThERe are maNy iMperaTiveS for succeSsfUl DecePtiVE phase LeaderShip. I WiLl fOCUs on tWO: (1) CoNstAnTly updatinG YOur NarraTiVe, anD (2) buildiNg a granite foundatiON foR supporting thE suBseqUENt disRUpTIve PhASe gROWth that you’re invEsting everYtHInG to achieve. yOur TaSk is to mAke the fUture APpear inCreasinglY real whilE pRepaRINg fOr when it acTually arRives.

FirsT, Your nARrAtive Is a Vital tOoL foR keepIng staKEhoLders EngageD wHile yoUr expOnEntial soLution grows past its limitAtions. in digItaL flat-paneL diSPlaYs we found That An effectivE naRraTive cOntAIned bOth a CLeAr vISion oF the DEstinatioN, “60-InCh Hd DIsPlays in everY LIVinG room,” And DIscretE, meaSurable mileposts tHAt objectively dEmonSTRatEd pROgreSs. we delivered a seRieS oF ONgoing upDaTes that creaTed a rhytHm OF antiCipatiOn and
 growth. However, we callit “decept ive”bec aus eof i ts i mmaturity in k e y ar eas, such as cost, ava ilabi li t y, r e li abili ty, and ea s e  of  u se , c am o uf lageits  potent ial. Eventhe  m ost clairvoy a nt  among usare  often unabl e t o dete ct  th e  powe r o f tec hnolog i es inthe decep ti v e phas e . The a v e ra ge a utomobile of 1900 ,  m o re expensive,less r el i ab l e , a ndslower tha na hor s e, wasa  n o t a ble example. Theinternet of 198 5 with  i tsl imited  acce ss poi nts and the  req uirementof kno w ing a 1 2 -digitaddres s t o a cces s  a  f ile  o n  an o th erc omp uter, wa str uly D ecep t i v e —aswas  the  $98, 950 Tesla Roa dst er i n  20 08. A s a t houg ht  exer cise,consi de r what Deceptiv e te chnologie s m ay  no wbe in our mi dst  th at we d o not p e rce iv e . 
T he unique challeng es o fleadersh ip int he  D e ceptiveph ase 

In t he De cept i ve  phase a n expo n en ti al proj ec t is e sp eci all y vul n erab le tocultural  andf inancial threa t s. Your organ i za t i on is c omi ng down fro m th e  adr enal i nrus h  of l aunch in g  t h e project and winni ng  initi al fu nding. Though  you still b u rn withthev is i on of the phen omena l benefits to come,  larg e swaths  of youre c osystem— inc lud ing  po t e nt ial customers , chan ne l partn ers , board  me mbe rs,  an al ysts, and  even so me  o fyo urteamm embers—h ar bor  s kep ticis m  becau se yo ur e xp on e nti al solu t io n is f un da ment all ydiffe rent fro m the e xisting p ara d igm(e .g ., tran sitioning fro ma horse to  a  ca r, ora CRT to a  flat panel). Low reven u e alsomak es yo u vu lnerable:  De ceptiv e s o lution s don’ t hel pwit h nextq u ar ter ’s  numbers.I f  yo u’rein  a l arge co mpany, your collea g ues  who built an d l eadt h ecur r en t  bu si n ess e s  are smart, ded icated, an de xp erienced.Y ou’ re  tellin g themthaty ou’ve s een the f uture and  i t’sd i ffe rent fromwhat mad e them su c cessf u l.  That ’sa toug hsal e tomake.The re ar e many  i mperat ivesfo r succes sful Deceptive phase le adersh ip. I  wi ll focusont wo:  (1) cons tant ly updatin g y our  narr ati v e, an d (2 )  b uil d ing a  gra n ite found a ti onf o rsupportingt h e  su bsequ ent Disrup tive  phase growth tha t  you’re invest inge v ery thi n g to  a chieve. Your t ask  i s to maketh e future ap pear inc re a singl y real  while  prepar i n gf or whe n it  ac tually ar riv es . 

First ,yo u r narr ativ eis a v ital t o ol f o r  keeping stakeho lders e ngage d  wh ile y ou r expon e ntia l solution  grows past  its l imit ation s. In d ig ital f lat -p anel displ a ys we fou nd th at an e ff ecti venarrat ivec o ntain ed b ot h a  clear vi s i on of  t h e d esti natio n,  “60 -inch HDd isplaysine very li vi ngr o om,” a n dd i screte, me asu rable m ileposts t h at o b je c tivel y demo nstrat ed prog r ess .We deli ver e d  a series  of ongoi n g u pd ates  that cr ea tedarhy th m of anticipati on and
 growth._However, we_call it “deceptive” because_of its_immaturity_in key_areas,_such as cost,_availability, reliability, and_ease of use, camouflage_its potential. Even_the_most clairvoyant among us are often unable to detect the power of technologies in_the_deceptive phase._The_average_automobile of 1900, more expensive,_less reliable, and slower than_a horse,_was a notable example. The internet of 1985_with_its limited access_points and the requirement of knowing a 12-digit address_to access a file on another_computer, was truly_Deceptive—as_was_the $98,950 Tesla Roadster_in 2008. As a thought exercise,_consider what Deceptive technologies may now_be in our midst that we do_not perceive.

The unique challenges of leadership_in the Deceptive phase

In the_Deceptive phase_an exponential project is especially_vulnerable to cultural_and financial_threats. Your organization_is coming down from the adrenalin_rush of launching_the project and winning initial funding._Though_you still burn_with_the_vision of_the phenomenal benefits_to_come, large_swaths_of your ecosystem—including potential customers, channel_partners,_board members, analysts, and even some of_your team members—harbor skepticism_because_your exponential solution is_fundamentally different from the existing_paradigm (e.g., transitioning from a horse_to a_car, or_a CRT to a flat panel). Low revenue also makes you_vulnerable: Deceptive solutions don’t help with_next quarter’s numbers. If_you’re in_a_large company, your_colleagues_who built_and lead the current businesses are smart,_dedicated, and_experienced. You’re telling them that you’ve_seen the future and_it’s_different from what made them successful._That’s a tough sale to make.

There_are many imperatives for successful_Deceptive_phase_leadership. I will focus on_two: (1) constantly updating your narrative,_and (2) building_a granite foundation for supporting the subsequent_Disruptive_phase growth that you’re investing everything_to_achieve. Your task is to make_the_future_appear increasingly real while preparing_for when it actually arrives.

First, your_narrative is a vital tool for keeping stakeholders engaged_while your exponential_solution grows past its limitations._In_digital_flat-panel displays we found that an effective narrative contained both_a clear_vision of the_destination, “60-inch HD displays in every living room,” and discrete,_measurable mileposts that objectively demonstrated progress. We_delivered a series of ongoing updates that created a rhythm of_anticipation and