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Lean Innovation, FAT company: What’s a Disrupter to Do?, Bob Dorf, Co-Author, "The Startup Owner's Manual

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When, where, and how does lean innovation work best in not-very-lean Fortune 1000 companies? Why is Lean Startup so powerful in some situations, and a waste of time and resources in many others? 

Bob Dorf will explore the challenges lean innovators face in oft-stodgy, bloated big corporations that can’t and won’t take the do-or-die risks so common among lean startups. He’ll discuss the “lean 4x4:” four key challenges when putting lean to work in a large-scale enterprise, and four pillars of lean innovation success.

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Lean Innovation, FAT company: What’s a Disrupter to Do?, Bob Dorf, Co-Author, "The Startup Owner's Manual

  1. 1. BOB DORF DORF ENTERPRISES LEAN CUSTOMER DEVELOPMENT TRAINER / COACH @bobdorf
  2. 2. Lean Innovation, FATcompany (what’s a disruptor to do?) Bob Dorf allegedly retired serial entrepreneur @bobdorf www.bobdorf.nyc
  3. 3. (Non-Alternative) FACT(#1): •Lean Innovation WORKS •…particularly for startups •…”betting the farm” •often mortgage/child free •…with unlimited risk tolerance
  4. 4. And it’s successful at BIG companies too just look left and right!
  5. 5. …maybe half the time! just look left and right!
  6. 6. Let’s not talk “lean” principles What are the key “bigco” obstacles and challenges…
  7. 7. Let’s not talk “lean” principles What are the key “bigco” obstacles and challenges… …and How do I stay employed and drive lean innovation at Bigco?
  8. 8. Who am I?? •Startup “lifer” since age 22 •2 of 7 startup homeruns •7 IPOs, 6 more DTT’s •Startup Owner’s Manual •Corporate lean trainer/coach • GE, Merck, NewsCorp, Carvajal, many more •Columbia EIR
  9. 9. (Non-Alternative) FACT (#2) : •Bigcos execute, startups search •We have rules, lawyers, HR •Reputations, brands are assets •Bigcos like big businesses
  10. 10. Try showing this to your Bigco boss: Guess Guess Guess Guess Guess Guess Guess GuessGuess 105/16/2017
  11. 11. Four Failure Factors: (the lean “four p’s”) 1.Process 2.People 3.Priorities 4.Paranoia
  12. 12. Factor #1: Process “No code leaves the building without 3-6 weeks of QA”
  13. 13. Factor #1: Process “You can’t talk to customers… …it’s a HIPAA violation”
  14. 14. Factor #1: Process •We plan, then execute the plan •…and PUNISH those who don’t •Bigco rules, procedures impede •“We outsource that sorta stuff” •“That sounds like market research”
  15. 15. Factor #1: Process SOLUTIONS •Change the damn process •Find rule-breaker “metaphors” •“Business within a Business” •Fully insulate internal startup teams •Move’em off campus •Celebrate(almost) “failing up”
  16. 16. Factor #2: People “#1 all-day lean seminar question: who covers my ass if it fails?”
  17. 17. Factor #2: People “Oh I get it…bigco salary, no options…7x24 startup hours.”
  18. 18. Factor #2: People SOLUTIONS •Make it an honor to serve •Assign rockstar team leaders •“Sub option” incentives • “career capital” ask Harold • jeans, work from home(flextime 80 hours) •Celebrate wins and losses ask Rich Tripodi
  19. 19. Factor #3: Priorities “Where did our ‘Informatica’ team go?…no emails or calls!!!”
  20. 20. Factor #3: Priorities •Is the CEO preaching innovation? •“We have quarterly numbers to hit” •Lean starts too tiny for S&P 500 •“We use McKinsey for that stuff”
  21. 21. Factor #3: Priorities SOLUTIONS •Leadership Buy-in or GO HOME! •Segregate/Isolate Innovation Teams •Give each team a “Gardol shield” •…and a big exec sponsor/defender
  22. 22. Factor #4: Paranoia “We would never show an MVP to a customer. Could be embarrassing.”
  23. 23. Factor #4: Paranoia SOLUTIONS 1. Measure progress in “facts” proven 2. Always be candid with your sponsor 3. Have a clear, written work plan 4.Just do it! Be an intrepreneur.
  24. 24. Thanks! Bob Dorf allegedly retired serial entrepreneur @bobdorf www.bobdorf.nyc

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