Daniel Ropers led bol.com from less than €10m to more than €1.7bn in sales, successfully turning disruption into growth. He explains how in conversation with Alexandra Jankovich, showing that to seize digital opportunities, you must be continuously ready to make changes, update goals, and explain why.

Joris Beckers shares how the online supermarket Picnic is becoming the best milkman on earth. Amongst other initiatives, they offer minute-precise delivery, eliminate food waste by using data, refund customers without asking questions, test new concepts first and ask for “permission” later, and only sell products that customers really want.

Petri Hofsté (Supervisory board member Rabobank, Achmea, Fugro, and Pon Holdings) talks about responsible leadership and advocates for a new way to approach education in the future, closing the gap between need and supply of knowledge and skills. “The responsibility aspects of leadership should be more prominent and in the crisis period they are now becoming more prominent, as of course the prime focus is on the well-being of people, their health and safety. Without that there is no continuity of the business.”

André Hoffmann (Vice-Chairman of the Board, Roche Holding Ltd): “We have decided some years ago that the only way to measure business is for financial flows, but we do not account at any stage of the impact our businesses have on social systems, on human systems, and our natural system. As a shareholder, I would like to know the impact that the companies I’m invested in are having on the planet.”

Benoît Coquart (CEO, Legrand): “You need to be humble enough to understand: if [your product] doesn’t fulfill the need of the customer, it will be good for the books, but not for the business.” Benoît Coquart explains how to stay relevant and serve the customer while being “technology-agnostic”.

SparkOptimus has worked with many digital native companies, helping them redefine their strategic focus, shape their growth strategies, and overcome scaling challenges. We have coached executive teams, professionalized structures, streamlined processes, onboarded new talent, and aligned business objectives with personal targets and incentives.

What happened Around the start of the century, travel was ripe for disruption. Booking a holiday meant a trip to the travel agent, involving long queues, poor information and high cancellation fees. Fast forward to 2020 and the industry has changed dramatically: booking takes place overwhelmingly on digital platforms, and suppliers like big agencies and […]

By the early 2010s, global ecommerce sales had already grown to a significant size. Front-running disruptors such as Amazon and Zalando were aggressively tearing down consumer adoption barriers, for example by offering free shipping and free returns, and it was becoming increasingly apparent to incumbent retailers that the shift to online could no longer be ignored.

Over the last decade, the traditional strengths of Consumer Packaged Goods (CPG) companies have been slowly eroded. Companies no longer need to own factories to produce goods, Amazon sells anyone’s products, the power of mass-marketing through traditional media is dwindling, talent favours startups, and innovation happens increasingly outside corporate R&D centres.

By the mid-2010s, consumer adoption of digital was widespread, but in industrial B2B markets it was still in its infancy. However, strongly influenced by their consumer experiences, business customers were starting to ask why their B2B interactions were so slow, opaque, and dated in feel in comparison.

For many decades, banks, insurance companies and mortgage lenders enjoyed dominant positions in high-margin markets, protected by strict regulation, strong customer lock-in and high capital requirements. However, even they have not been immune to disruption.

Early disruptors were often owned by private capital or visionary private equity firms. As these disruptors scaled, more capital was needed, and with sufficient backing some were able to overthrow existing markets and create new ‘blue oceans’.