Basic personal intro and why I’m speaking on the subjectIt is no longer sufficient to run your business well and efficiently. The rapid pace of innovation, proliferation of information, and connected age require that you innovate to remain relevant. Why is it that startups with significantly fewer resources can kill your most profitable lines of business before you even hear their name? Corporations are getting this. In fact, less than 8 years ago the term “corporate innovation” didn’t exist. Now over half of the Fortune 1000 claim to have an innovation practice. Though they have resources, and in many cases plenty of support from the top, organizations struggle to determine exactly what it is they’re supposed to be doing. Let’s go straight to the source and dissect what exactly makes these startup so innovative in the first place and how you can use this to leap ahead of your market.
Startups first and foremost create revolutions. But the word revolution itself is not enough to explain how they change the organizational structure of entire markets and industries.
The only way startups can do it is through grass roots efforts. They can’t use accepted methods of distribution, development, etc because it is not available to them…especially in the beginning. So their culture is built from the bottom up. How do I know this? We did it. Dallas had all but lost it’s place as a tech startup community until we started a grassroots revolution. Let’s talk about what this really means within your organization.
Graphic credit: http://blog.thoughtstream.ca/flipped-organization-flipped-classroom/In order for you to innovate like a startup, you have to revolutionize two social structures. That’s right. All those great resources and that guaranteed paycheck come with a price! Of course you can choose to do what everyone else is doing, or you can be different. How you ask? Let’s go through some practical ways.
Now that you realize you’ll have to work on two social structures at the same time: one is the market you are working to disrupt. The other is your own corporate culture.
Who are the innovators in your organization and how do you engage them? This is up to you, but there are four key people you must start with
The champion – must be able to take responsibility for team and protect them through inevitable failuresThe historian – will help navigate the organization, knows norms and structure, is well likedThe visionary – the person who will end up doing most of the innovatingThe angel – must be long-term C-Level support
Don’t bother working on the early adopters until you have one of these. It doesn’t even have to be big. There are plenty of books, speakers, consultants, etc that can help you come up with ideas and take them to market, but until you address your own corporate culture, none of it will work. Case in point. I have in my pocket a samsung s4. If you had met me last year, I would have been holding an iphone 4s. If it was the last day of interactive, it would have been a severely cracked iphone.
Case study: What fascinates me about the rise of samsung in the mobile aristocracy is that the decision to change their culture into one the was more bottom up and would encourage creativity, started in 2007.http://english.chosun.com/site/data/html_dir/2007/10/18/2007101861021.htmlThere was clear support from the top, and some interesting players who brought the change about. A 215,000 person company doesn’t change overnight. In fact, they still have major bureaucracy issues to overcome. But it’s working. It started small, and now the samsung galaxy brand is the iphones only true rival.A little more on this case study…
Final notes, contact info, open for questions
Innovate like a startup by starting a revolution
Innovate Like a Startup
@gabdraney firstname.lastname@example.org #corprevolution
Latin - revolutio "a turn around”
a fundamental change in power or organizational structure