Geoffrey Moore
![Geoffrey Moore is an influencer]()
Author, speaker, advisor, best known for Crossing the Chasm, Zone to Win and The Infinite Staircase. Board Member of nLight, WorkFusion, and Phaidra. Chairman Emeritus Chasm Group & Chasm Institute.
Menlo Park, California, United States
659K followers
500+ connections
About
Managing Director, Geoffrey Moore Consulting
Chairman Emeritus, TCG Advisors, Chasm Institute and The Chasm Group
Member of the Board of Directors of several pre-IPO Companies
Geoffrey Moore is an author, speaker, and advisor who splits his consulting time between start-up companies in the Wildcat Venture Partners portfolios and established high-tech enterprises, most recently including Salesforce, Microsoft, Autodesk, F5Networks, Gainsight, Google, and Splunk.
Moore’s life’s work has focused on the market dynamics surrounding disruptive innovations. His first book, Crossing the Chasm, which has sold more than a million copies, focuses on the challenges start-up companies face transitioning from early adoption to mainstream customers. Moore’s latest business-related work, Zone to Win, addresses the challenges large enterprises face when embracing disruptive innovations, even when it is in their best interests to do so.
In a significant departure from Moore’s lifetime of business-related consulting, Moore uses his expertise in creating frameworks and applies it to the meaning of life itself and the big question, "What is going on?". His latest book, The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality, offers readers a complete look at how the universe has evolved and our ethical place within it. As Moore says in the book, "Our core sense of good and bad does not come from above. It is neither transcendent nor divine. Rather, it is inherent in our mammalian upbringing."
Moore gives between 50 and 80 speeches a year. One theme that has received a lot of attention recently is the transition in enterprise IT investment focus from Systems of Record to Systems of Engagement. This is driving the deployment of a new cloud infrastructure to complement the legacy client-server stack, creating massive markets for the next generation of tech industry leaders.
Moore has a bachelor's degree in American literature from Stanford University and a Ph.D. in English literature from the University of Washington. After teaching English for four years at Olivet College, he came back to the Bay Area with his wife and family and began a career in high tech as a training specialist. Over time he transitioned first into sales and then into marketing, finally finding his niche in marketing consulting, working first at Regis McKenna Inc, then with the three firms he helped found: The Chasm Group, Chasm Institute, and TCG Advisors. Today he is chairman emeritus of all three.
Articles by Geoffrey
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Change Management, for Real
Change Management, for Real
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality AI is…
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Essay #7 on Trajectory and the Infinite Staircase
Essay #7 on Trajectory and the Infinite Staircase
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality This is…
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Essay #6 on Trajectory and the Infinite Staircase
Essay #6 on Trajectory and the Infinite Staircase
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality This is…
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How to "Cross the Chasm" by Avoiding These 7 Product Launch Errors ..........................................
How to "Cross the Chasm" by Avoiding These 7 Product Launch Errors ..........................................
-- I would like to highlight the work of my colleague, Michael Eckhardt ..
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From Pilot to Deployment—Accelerating the Adoption of AI
From Pilot to Deployment—Accelerating the Adoption of AI
As the high-tech sector has already been able to demonstrate, the promise of AI delivering massive ROI is right before…
26 Comments -
How do we place bets when the future is so volatile?
How do we place bets when the future is so volatile?
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality…
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Essay #5 on Trajectory and the Infinite Staircase
Essay #5 on Trajectory and the Infinite Staircase
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality This is…
7 Comments -
AI and the Payroll
AI and the Payroll
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality I asked…
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Essay #4 on Trajectory and the Infinite Staircase
Essay #4 on Trajectory and the Infinite Staircase
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality This is…
7 Comments -
Essay #3 on Trajectory and the Infinite Staircase
Essay #3 on Trajectory and the Infinite Staircase
By Geoffrey Moore Author – The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality This is…
10 Comments
Activity
659K followers
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Geoffrey Moore shared thisWhat does it mean to be conscious? AI models can mimic thought, simulate emotion, and even write persuasive prose, but they do not experience. Consciousness is tied to our biology. Mistaking simulation for sensation is a category error. - AI processes symbols. Humans live symbols. - Consciousness is embodied. - Protecting human experience is what’s at stake. https://lnkd.in/gt7SuYB2 #AI #ConsciousnessWhat does it mean to be conscious? Can artificial intelligence ever be truly conscious?What does it mean to be conscious? Can artificial intelligence ever be truly conscious?
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Geoffrey Moore shared thisWhen destabilization is the norm, enterprise leaders can’t wait for the dust to settle. They must: 🔹 Double down on customer success. 🔹 Identify urgent use cases where action can't wait. 🔹 Let their Incubation Zone drive market-specific impact. The time to act smartly and selectively is now. https://lnkd.in/gARxBGDE #B2BLeading an Enterprise in a Climate of DestabilizationLeading an Enterprise in a Climate of Destabilization
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Geoffrey Moore shared thisChange management needs a clock. No one is going to give you three years. An eight-quarter horizon creates useful pressure, and quarterly power metrics make the work visible while the enterprise is still negotiating the turn. Each milestone needs a single accountable leader whose job is to clear the cross-functional obstacles that slow everything down. Momentum is fragile during a transformation. If it gets lost, it rarely comes back. https://lnkd.in/gK_Z2qV9 #ChangeManagement #Leadership #Strategy
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Geoffrey Moore shared thisChange sucks. Things stop working the way they used to, and people enter a learning curve where performance often gets worse before it improves. That is a lot to ask of anyone without a compelling account of why the disruption is necessary. The narrative has to speak differently to each stakeholder group. Customers need to understand the benefit to them. The workforce needs to understand why the pain is worth absorbing. Investors need to understand where value will show up. Then strategy has to answer why us. How will this enterprise differentiate? Which vectors of innovation will get us to beyond compare? What investments make that outcome credible? Get those answers into the organization before the timeline starts. https://lnkd.in/gK_Z2qV9 #Leadership #ChangeManagement #AI #Strategy
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Geoffrey Moore shared thisAI is playing havoc with the pecking orders in every sector. For established enterprises, the change-management work ahead is going to be unusually demanding. Some companies will need to reengineer operating models that still perform reasonably well. Others will have to reconstruct portions of an entire value chain.
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Geoffrey Moore shared thisThe arrival of Ask as AI’s answer to Search is not the end of anything, but it may upend everything. We’re witnessing a shift from information retrieval to knowledge discovery, from keywords to context. The implications for marketing are profound. -Will ad monetization migrate to Ask answers? -Can we optimize for Ask like we did for Search? -Who controls the interface and the ethics? Three constituencies matter: users, advertisers, shareholders. Prioritize them in that order, or lose them all. https://lnkd.in/gg-nqJ7a #AI #Marketing #LLMs #DigitalStrategy
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Geoffrey Moore shared thisSocial media has made destructive memes harder to contain. Once a meme reaches scale, attacking it directly often helps it mutate and move. A more effective response begins with the people and communities closest to us. Values help people recognize when something is corrosive. Critical thinking helps them take it apart. Both have to be practiced long before the legal system gets involved. https://lnkd.in/ghZQEcCf #Culture #CriticalThinking #Society
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Geoffrey Moore shared thisA meme begins as a behavior that helps someone achieve an intention. If the behavior is useful and easy to copy, it can spread. Over time, imitation turns individual action into group practice, and group practice becomes part of culture. That is why the diffusion of innovation applies well beyond technology markets. It also helps explain how social behaviors travel, stabilize, and sometimes become very hard to dislodge. https://lnkd.in/ghZQEcCf #Innovation #Philosophy
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Geoffrey Moore shared thisCulture spreads by imitation. That is true for tying shoes, negotiating a contract, or falling into a conspiracy theory. Richard Dawkins gave us the word meme for the behavioral unit that travels through this process. Everett Rogers gave us the diffusion model. In high tech, that model became the technology adoption life cycle. In social life, it helps explain how practices, beliefs, loyalties, and hostilities can move through a population. Digital media has made this process faster and more volatile. AI will add further acceleration. The practical challenge now is to understand cultural contagion well enough to defend against destructive memes while strengthening the values and critical thinking that help people resist them. #Leadership #Philosophy #Innovation
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Geoffrey Moore liked thisGeoffrey Moore liked thisFor the 3rd time in the history of humanity, civilization is undergoing phase change. The 1st was the Agricultural Revolution. The 2nd, the Industrial Revolution. We are now in the midst of an #AutonomousRevolution. Learn More: https://www.davidow.com/ #IOT #SocialPhaseChange
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Geoffrey Moore liked thisGeoffrey Moore liked thisWhen considering #positioning, most eventually focus on product or company attributes, benefits, and differentiators. While important, far fewer focus on customers or prospects, specifically attributes suggesting why you might be for them and they for you. https://lnkd.in/gacGen8D
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Geoffrey Moore liked thisIn this conversation with Les Echos, we explored a question that I believe is becoming increasingly important: how do you lead when neither the destination nor the path is fully known? Uncertainty calls for leaders who can help people learn, experiment, and move forward together even as conditions continue to change. Thank you to Muriel Jasor, Heidi Miller, and the Les Echos team for the conversation.« C'est une histoire de connexion émotionnelle » : les secrets des leaders qui transforment des idées en solutions« C'est une histoire de connexion émotionnelle » : les secrets des leaders qui transforment des idées en solutions
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Geoffrey Moore liked thisGeoffrey Moore liked thisFive billion of us are spending more of our lives in #VirtualSpace. We are maladapted to this new environment. The new virtual space has disarmed our senses and makes it extremely difficult for us to discover threatening situations. https://lnkd.in/gztDv-pP #metaverse #VR
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Geoffrey Moore liked thisGeoffrey Moore liked thisGreat organizations innovate in everything they do, from internal processes and functions, human resources and employee training, financial management, legal oversight, and much more. Sometimes, the value created by these easy-to-overlook innovations is as great or greater than the value created by a popular new product. https://lnkd.in/dAh_jtEp #innovation #leadership
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Geoffrey Moore liked thisGeoffrey Moore liked thisQuick perspective: The hardest part of growth is staying recognizable to the people who trusted you early. A company can lose its way through choices that look sensible in isolation. Over time, those choices can teach the organization to protect short-term outcomes first and make the original mission easier to compromise. A few ideas I can’t stop thinking about: 🔹 Growth changes the pressure on a company. As the stakes rise, leaders can begin optimizing for the financial outcome while still believing they are protecting the original mission. 🔹 Good intentions need operating support. Mission statements matter far less if governance, incentives, and metrics are pushing people to make different choices every day. 🔹 Enduring companies are designed with resistance in mind. Leaders have to think carefully about the systems they are building before scale exposes the weak spots. These insights sharpened during my conversation with Eric Ries, creator of The Lean Startup method and author of Incorruptible: Why Good Companies Go Bad…and How Great Companies Stay Great. The real test of growth is whether the company can get bigger without becoming less worthy of trust. Apple Podcasts: https://lnkd.in/gTdgiCDJ Spotify: https://lnkd.in/gCQs49gm
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Geoffrey Moore liked thisGeoffrey Moore liked thisThe key to reducing polarization is to get large groups of individuals to commit to common goals and ideas that are broadly shared among diverse groups. Doing this will be an extremely difficult job, but we have no choice. https://lnkd.in/gHYxarcS
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