Nasdaq is one company that understand disruption. As the first electronic market in 1971, it launched as a disrupter of trading. But by the late ’90s, Nasdaq found itself the dinosaur among scrappy startups that were able to adopt new technology more quickly. Not knowing quite how to respond to the new competitive climate, Nasdaq lost ground. “I was there at the time, watching our market share go from 97 percent to 14 percent in trading,” Nasdaq’s president and CEO, Adena Friedman, told attendees gathered for Chief Executive Group’s CEO2CEO Summit. “We didn’t weather that well.”
After Friedman’s predecessor, Robert Greifeld, bought its nearest competitor, Instinet, Nasdaq began reinventing itself as a technology company. Friedman continued on that path, and today, the company provides underlying trading technology to 100 different markets around the world. Nasdaq reported record net revenues for third quarter 2017 of $607 million, up 4 percent from the year before. The market is still highly competitive, but Friedman sees that as an opportunity. “The U.S. capital markets can handle a lot more competition than other markets around the world,” she said. “We’re a better company and a better market because we have to compete.”
“Complacency is the killer of every great company.” – Adena friedman
Friedman offered three lessons for dealing with disruption:
In that environment, no company can afford to be overconfident because there will always be a competitor around the corner waiting to eat your lunch. “Complacency is the killer of every great company,” she said. “In the blink of an eye, things can change around you. Be ready for the change and embrace it.”
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