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In past posts we have addressed proximity in business: identifying a customer and delivering the product closer to the point of demand. However, we see that proximity extends to other divisions as well.

To expound, the invisible force that has guided the evolution of conflict has been proximity. In warfare, we see that advances in military technology and approaches have primarily focused on three things:

  1. Point of demand: accurately identifying the target
  2. Production: producing the force
  3. Provision: delivering the force

Point of demand

The phrase “man’s best friend” is taken to a new level with the introduction of robot dogs. The semi-autonomous, multipurpose dogs are being implemented first in an Air Force base in Florida.

Similar to playing a video game, the dogs are controlled through a virtual reality headset, which allows the person controlling it to not only see through the dog’s eyes but also communicate through a radio to other troops. With the robot dogs surveying and crossing terrain undesirable to humans or vehicles, the dogs can collect plentiful data that enhances military knowledge.

These advancements ultimately allow the Air Force to identify the target — whether an enemy, weapons, foreign ground, or new territory — in a quicker and safer way.


Working through a crossword puzzle or riddle can be frustrating and taxing. The military also encounters similar difficulties when analyzing and interpreting data, something that can be more valuable than weaponry.

The military has refocused their priorities in the Pentagon: rather than continuing to invest in physical weapon systems, they use data as new ammunition weapon systems. This new direction will produce incomparable value and advantage for the military by allowing knowledge to extend on and off the battlefield.


Virtual reality has taken over the experience of video games. With the Microsoft-designed Individual Integrated Visual Augmentation System (IVAS), virtual reality is introduced into the Army and features technology that you would only expect in Call of Duty video games.

For example, the goggles project tactical maps to cut travel distance, locations of the soldiers using end-user-devices (EUD), hand-placed waypoints that are visible to all members, and their weapon’s scope. The use of the IVAS is revolutionary in warfare because it allows for a quicker, more advanced, productive provision of force and attack on enemies.


Imagine working in a division where robot dogs, advanced data collection, and visual augmented goggles come together as a crucial new set of eyes and ears that serve as a major advantage in battle. Seeking out enemies, finding trench openings through smoke, discovering intel on foreign bases, and prioritizing safety are just the start of the possibilities with this combined technology.

Without the consideration of 1) point of demand, 2) production, and 3) provision in the development of these technologies, warfare would consist of antiquated, undeveloped machinery.

Photo by Somchai Kongkamsri from Pexels

“8Ps” of StrategyOpportunity
for Disruption
Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.
8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and

- How can you develop a more sustainable production model to accommodate constraints on arable

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.
8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.
9- Where does your food rate on a taste, appearance, and freshness
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?