Vanishing Point

Nina Martire

Nina Martire is a Senior Associate who advises on strategy development, business planning and change management. She is focused particularly on the nexus of transformational change and strategic foresight, guiding leaders in commercial and government sectors to a better understanding of and an ability to plan for the future of their organizations. Nina holds an MBA from the McDonough School of Business at Georgetown University and has a deep background in corporate and commercial finance.

Recent Posts

How Public Perception of the Security Landscape is Impacting Resilience

Posted by Nina Martire

February 22, 2017 at 1:10 PM

America is at a security nexus. Critical infrastructure is deteriorating, private information is becoming less private, and the threat actor profile is increasingly difficult to pinpoint. At the same time that uncertainty is escalating, collective trust in traditional sources of security (i.e., police, the government) is waning and shifting to new targets.

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View Your Knowledge Assets Through a Wider Lens

Posted by Nina Martire

November 30, 2016 at 10:34 AM

GoPro has been called “a victim of its own brilliance.” [1] In 2002, the company entered the marketplace as one of those true rarities – a product so innovative that it created a market. Fast-forward to 2016. The company is barely breathing, due in part to heavy competition from lower-cost market entries from companies like HTC and Xiaomi that hit the international marketplace and surpassed GoPro sales in less than 12 months. The damage is also coming from the fact that the company has neglected demands from buyers hungry for simplicity and instant gratification – like that of the more consumer-friendly options like the iPhone, laptops, and even the Blackberry.

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On a Mission to Create Shared Citizenship in the Knowledge Age

Posted by Nina Martire

September 14, 2016 at 11:01 AM

We are all doing business together in the Knowledge Age. We have the ability and the drive to connect. As business leaders, we have a voice that resonates across boundaries of department, industry, region, even time. And so does every member of our workforce.

 

When we talk about shared citizenship in this Knowledge Age, it’s easy to go directly to ideas like social responsibility or ecological impact. And while it is crucial for organizations to pay attention to their impact on those wide reaching topics, it is just as imperative to turn our focus inward to the citizens themselves. These citizens – the members of your workforce – may sit in your office environment every day. They may work with you over virtual networks. They may be full-time or contract. It really doesn’t matter how they are a part of your team. What matters is that they are global citizens, hyperconnected to the world through any number of digital channels, and they are the best representatives of your brand.

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Innovation Can’t Exist without Reinvigoration

Posted by Nina Martire

July 13, 2016 at 1:00 PM

The scale of innovation has thrust us into an era when ‘change or die’ is more than a platitude. Transformation is a constant imperative not just for Future Proofing®, but for day-to-day sustainability.[1]

 

We talk a lot about innovation. A lot of people talk a lot about innovation. As we should. It’s the act of creating something new. It’s the disruption of something known to make it bigger, better, or more accessible. It’s establishing connections between things that were once disparate. But it’s also the new thing itself that illuminates possibility, solves problems, and creates markets – and market leaders.

 

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The Secret to a Successful Pivot in the Knowledge Age

Posted by Nina Martire

April 20, 2016 at 9:52 AM

Today, the pace at which organizations can gather, process, protect, and disseminate data and knowledge can be their greatest indicator of longevity.

 

For decades, organizations have talked about and understood collaboration as an internal function or a partnering strategy. But that approach is insular in an age where sustaining the health of the organization requires looking outside itself for a deeper, more personal level of knowledge about and connection with the customer. Collaboration is now a platform built on three core legs – internal teams, partner organizations, and customers.

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