What large companies can learn from the working culture and methodos of startups
The linear career path is long gone. Organizations need managers and executives with a high degree of diversity and curiousity to navigate through uncertainty. People who were exposed to a startup or involved in intrapreneurship experience
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
20 Mistakes that Kill Startups (According to Experts)Vitaliy Verbenko
No matter what anyone says, there is no secret recipe for success. Over half of startups out there can’t make it past their fifth year on the market. Why is that? Simply put, they make a number of mistakes which we’ll try to dissect in this post.
This presentation is based on two books - "The Leader's guide to Radical Management" by Stephen Denning and "Joy Inc" by Richard Sheridan. The problems of Traditional management, and the shift towards Radical management along with Innovative practices followed at Menlo Innovations are covered in this presentation.
About three-quarters of the way through his new book, A Curious Mind: The Secret to a Bigger Life (written with Charles Fishman), Brian Grazer hits the nail on the head. “This isn’t a science,” he says of the business of producing movies. “This is a creative business.” That pretty much describes any business, whether it’s making widgets or producing Apollo 13. Every business is the result of an original, creative innovation, and every business must innovate to sustain its hard-won success.
In survey after survey, business leaders say they want their companies to be more innovative. But companies aren’t innovative. People are. And this year’s best business books on strategy highlight two different approaches to developing the human capacity for innovation. In one, a Hollywood producer describes how curiosity made all the difference to his own life and career — and suggests that only curious leaders can build consistently innovative companies. In the other, two professors, Cass R. Sunstein and Reid Hastie, offer a more dispassionate approach informed by social science. A company’s ability to innovate, they argue in Wiser: Getting beyond Groupthink to Make Groups Smarter, boils down to how well its leaders work together in a group setting. Both are compelling, and A Curious Mind is a real joy to read. But Wiser may be the more important book because so much of scaling and sustaining a company’s success depends on its leaders working well together. For this reason, it is my pick as the best business book of the year on strategy.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
20 Mistakes that Kill Startups (According to Experts)Vitaliy Verbenko
No matter what anyone says, there is no secret recipe for success. Over half of startups out there can’t make it past their fifth year on the market. Why is that? Simply put, they make a number of mistakes which we’ll try to dissect in this post.
This presentation is based on two books - "The Leader's guide to Radical Management" by Stephen Denning and "Joy Inc" by Richard Sheridan. The problems of Traditional management, and the shift towards Radical management along with Innovative practices followed at Menlo Innovations are covered in this presentation.
About three-quarters of the way through his new book, A Curious Mind: The Secret to a Bigger Life (written with Charles Fishman), Brian Grazer hits the nail on the head. “This isn’t a science,” he says of the business of producing movies. “This is a creative business.” That pretty much describes any business, whether it’s making widgets or producing Apollo 13. Every business is the result of an original, creative innovation, and every business must innovate to sustain its hard-won success.
In survey after survey, business leaders say they want their companies to be more innovative. But companies aren’t innovative. People are. And this year’s best business books on strategy highlight two different approaches to developing the human capacity for innovation. In one, a Hollywood producer describes how curiosity made all the difference to his own life and career — and suggests that only curious leaders can build consistently innovative companies. In the other, two professors, Cass R. Sunstein and Reid Hastie, offer a more dispassionate approach informed by social science. A company’s ability to innovate, they argue in Wiser: Getting beyond Groupthink to Make Groups Smarter, boils down to how well its leaders work together in a group setting. Both are compelling, and A Curious Mind is a real joy to read. But Wiser may be the more important book because so much of scaling and sustaining a company’s success depends on its leaders working well together. For this reason, it is my pick as the best business book of the year on strategy.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2013/2014)MaRS Discovery District
Recent research from Harvard Business School’s Shikhar Ghosh shows that 75% of all startup enterprises fail. What causes these failures and what can entrepreneurs do to mitigate the risk? Enter “Entrepreneurial Management.” In Session 4 of Entrepreneurship 101, we discuss the research from Startup Genome’s report, define the 5-Dimensions of success and introduce entrepreneurial management practices that startups can use to reduce the risk of failure. Startups are not just small versions of big companies – they need special tools and methodology to manage uncertainty and find their place in the market. We aim to equip attendees with the tools to mitigate risk and enjoy the journey of building a great company.
Starting a new business is not the same as running an operating business. Over the last decade, several management practices have emerged that recognize the particular challenges new ventures face. Steve Blank’s Customer Development Model and the related “Lean” movement are increasingly popular. This session introduces and defines the key concepts of these entrepreneurial management practices and explores how startups can use them at any step of their development.
How to become an entrepreneur - facing the top 25 challenges Prayukth K V
Answers to everything from "Deciding When to Ditch the Steady Job" to facing challenging client requirements...a must read for all budding entrepreneurs
Steve Denning: Radical Management Vortrag am Internet-Briefing Sep13-2011Walter Schärer
‘Radical Management’ is a set of 5 principles. There are only two types of organizations: The ones that love and delight their customers and the others. Amazon, Apple, Salesforce are organizations that have succeded despite fierce competition due to delighted customers.
What’s their management principles?
Speech by Stephen Denning at Reto Hartinger’s Internet Briefing in Zurich.
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
View from the Trenches: Lessons Learned in the Enterprise, Ken Durand, Atlant...Lean Startup Co.
Ken Durand, Head of Innovation at the Atlanta Ideas Factory (Ericsson) talks about hitting the ground running with a Lean Startup program only to find that the results were (shall we say) mediocre. In this honest talk, he’ll discuss what it took to get the necessary (continued) support, why it was imperative for the team to do an honest self-assessment of what was going right, and more importantly, what was going wrong. He’ll lead a participatory discussion with the audience on how to hire and lead for innovation.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
Lean Innovation at UnitedHealth Group, Kunjorn Chambungdabongse, OptumLean Startup Co.
Learn how a group of corporate innovation leaders, change agents, and intrapreneurs implemented a Lean innovation incubator inside a Fortune 14 organization. Hear the story of The Garage, challenges to innovation in the enterprise, and lessons we have learned along the way.
By Board of Innovation (www.boardofinnovation.com)
Full program & tools available. A step by step approach to create an innovation platform in your company.
Repost: Studio D's 100 Questions for the Young CreativeLauren Serota
We spent a year listening to creatives across the design industry, and generated a list of 100 questions we wished we'd known at the beginning of our career. Designed both for self reflection and to cut through hiring-process gloss, they start out innocently enough but quickly cut to the chase.
A practical guide and template to create a winning corporate venture pitch.
What is it for?
When you need to ask corporate leadership to back your venture and you want to convince them with a compelling story rooted in data.
Available in an editable PPT and Keynote template on our website. https://www.bundl.com/reports/the-proven-pitch-deck-template
Benefits:
Unlock the funding and resources you need to move your venture forward.
Gain the support of internal stakeholders, your board of directors and/or corporate leadership.
Get real-world examples of successful corporate venture pitches.
Aubrey Smith, early member of GE’s FastWorks initiative, will leverage her experience working with large, F500s on innovation transformation to talk through what it takes to drive a large-scale change within a complex enterprise. During this session, the audience will have the chance to work with expert coaches on exercises focusing on Portfolio Management (believe it or not, everyone has an innovation “portfolio” to govern) and Cultural change.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
Introduction to Entrepreneurial Management - Entrepreneurship 101 (2013/2014)MaRS Discovery District
Recent research from Harvard Business School’s Shikhar Ghosh shows that 75% of all startup enterprises fail. What causes these failures and what can entrepreneurs do to mitigate the risk? Enter “Entrepreneurial Management.” In Session 4 of Entrepreneurship 101, we discuss the research from Startup Genome’s report, define the 5-Dimensions of success and introduce entrepreneurial management practices that startups can use to reduce the risk of failure. Startups are not just small versions of big companies – they need special tools and methodology to manage uncertainty and find their place in the market. We aim to equip attendees with the tools to mitigate risk and enjoy the journey of building a great company.
Starting a new business is not the same as running an operating business. Over the last decade, several management practices have emerged that recognize the particular challenges new ventures face. Steve Blank’s Customer Development Model and the related “Lean” movement are increasingly popular. This session introduces and defines the key concepts of these entrepreneurial management practices and explores how startups can use them at any step of their development.
How to become an entrepreneur - facing the top 25 challenges Prayukth K V
Answers to everything from "Deciding When to Ditch the Steady Job" to facing challenging client requirements...a must read for all budding entrepreneurs
Steve Denning: Radical Management Vortrag am Internet-Briefing Sep13-2011Walter Schärer
‘Radical Management’ is a set of 5 principles. There are only two types of organizations: The ones that love and delight their customers and the others. Amazon, Apple, Salesforce are organizations that have succeded despite fierce competition due to delighted customers.
What’s their management principles?
Speech by Stephen Denning at Reto Hartinger’s Internet Briefing in Zurich.
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
View from the Trenches: Lessons Learned in the Enterprise, Ken Durand, Atlant...Lean Startup Co.
Ken Durand, Head of Innovation at the Atlanta Ideas Factory (Ericsson) talks about hitting the ground running with a Lean Startup program only to find that the results were (shall we say) mediocre. In this honest talk, he’ll discuss what it took to get the necessary (continued) support, why it was imperative for the team to do an honest self-assessment of what was going right, and more importantly, what was going wrong. He’ll lead a participatory discussion with the audience on how to hire and lead for innovation.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
Lean Innovation at UnitedHealth Group, Kunjorn Chambungdabongse, OptumLean Startup Co.
Learn how a group of corporate innovation leaders, change agents, and intrapreneurs implemented a Lean innovation incubator inside a Fortune 14 organization. Hear the story of The Garage, challenges to innovation in the enterprise, and lessons we have learned along the way.
By Board of Innovation (www.boardofinnovation.com)
Full program & tools available. A step by step approach to create an innovation platform in your company.
Repost: Studio D's 100 Questions for the Young CreativeLauren Serota
We spent a year listening to creatives across the design industry, and generated a list of 100 questions we wished we'd known at the beginning of our career. Designed both for self reflection and to cut through hiring-process gloss, they start out innocently enough but quickly cut to the chase.
A practical guide and template to create a winning corporate venture pitch.
What is it for?
When you need to ask corporate leadership to back your venture and you want to convince them with a compelling story rooted in data.
Available in an editable PPT and Keynote template on our website. https://www.bundl.com/reports/the-proven-pitch-deck-template
Benefits:
Unlock the funding and resources you need to move your venture forward.
Gain the support of internal stakeholders, your board of directors and/or corporate leadership.
Get real-world examples of successful corporate venture pitches.
Aubrey Smith, early member of GE’s FastWorks initiative, will leverage her experience working with large, F500s on innovation transformation to talk through what it takes to drive a large-scale change within a complex enterprise. During this session, the audience will have the chance to work with expert coaches on exercises focusing on Portfolio Management (believe it or not, everyone has an innovation “portfolio” to govern) and Cultural change.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
Fresh Start è un progetto di Cariplo Factory sulla divulgazione di modelli di innovazione aperta e cambiamento culturale per le grandi aziende italiane. "change to survive"
https://www.cariplofactory.it/progetti/fresh-start/
Invincible company è un libro, un approccio alla progettazione strategica e collaborativa di migliori modelli di business.
https://www.strategyzer.com/books/the-invincible-company
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
Key elements of transitioning from intrapreneur to entrepreneureTailing India
Every forward-thinking firm seeks to nurture its employees, and most will say they already do, but intrapreneurship goes further. It’s about embracing creativity and innovation, and enabling employees to turn ideas into something of real value to the business.
Key elements of transitioning from intrapreneur to entrepreneurAshish Jhalani
Every forward-thinking firm seeks to nurture its employees, and most will say they already do, but intrapreneurship goes further. It’s about embracing creativity and innovation, and enabling employees to turn ideas into something of real value to the business.
2016.08.THAT Conference - GROWING NEW PRODUCTS - VALIDATING YOUR NEW PRODUCT ...Ryan D. Hatch
You know how to build great software. The real question is - // What software do customers actually want to buy? // Do you have a new product / business idea? Learn how to validate new product concepts.
Join our Precon 3 Hour Master Class:
* You will learn the latest best practices for taking new products to market
* Live B2C Customer Interview
* Hands-on Collaboration with other attendees
Learn how to transform product ideas into a successful business. Learn how to interview customers. Learn how to create business models using a test-driven approach. Learn how to avoid the top reasons for startup failure. Learn how to run experiments to validate your assumptions and navigate the uncertainty of new products. Meet some awesome people & expand your new product chops. WARNING: New products are hard, exciting, and may become highly addictive. Only come if you want to make a dent in the world.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015.
Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
Workshop innovits i tutor imprenditori ottobre 2014 stefano mizioStefano Mizio
Contenuti del workshop Innovits dedicato agli startupper e agli itutor della 5 call4ideas.
Lean startup , customer development, business model canvas, value proposition canvas, value curve.
Innovits corporate catalyst stefano mizio 21 novembre 2013Stefano Mizio
Large corporations are integrating entrepreneurial behaviours with their existing capabilities. They aren't always Too Big to Innovate. Intrapreneurship and corporate catalyst.
Oggi le grandi aziende possano innovare – oltre a gestire le operations e i mercati esistenti – sfruttando asset difficili da replicare da parte di startups. L'innovazione dei modelli di business:alcuni esempi ed una riflessione sul mondo dell'editoria
Effetti della politica energetica cinese sulla domanda interna di energie ri...Stefano Mizio
Un’economia in forte crescita come quella Cinese ed il bisogno di energia che l’ha accompagnata negli ultimi decenni si sposa oggi con una radicata convinzione che la ricerca di fonti di energie rinnovabili possa essere la ricetta per una crescita sostenibile. Questo lavoro si propone di studiare gli effetti sul settore delle energie rinnovabili in Cina, dei massicci piani d’investimento pubblici e degli sforzi di regolamentazione normativa degli ultimi anni.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. Startups and large companies.
What large companies can learn from the working culture and
methods of startups and why you need to navigate through the two
realities along your career
29 ottobre 2014
Roberto Sapio Stefano Mizio
10. Here ...
• “A business model is simply the ‘way of doing
business’ that a firm has chosen: (Davenport, T. H., M. Leibold and S. Voelpel
(2006). Strategic Management in the Innovation Economy. Publicis Wiley.)
• “The business model is a company’s answer to the
question of how to make money in its chosen
business. It describes, “…as a system, how the
pieces of a business fit together” (Magretta, J. (2002). "Why Business
Models Matter." Harvard Business Review 80(5) May: 86-92.)
• A business Model is the the story of how value is
created, delivered, and captured.
11. Can you describe your Business Model?
Maybe not…because it has been in place since the
business was started… It is taken for granted!
Stability
12. Are you aware of it?
“In the twenty-first century business leaders are unlikely to
manage a single business model for an entire career”.
S.. Kaplan
"Business models are not meant to be static. In the world
we live in today, you have to adapt and change. One of my
fears is being this big, slow, constipated, bureaucratic
company that's happy with its success. That will wind up
being your death in the end." Nike CEO
14. Netflix, netflixed
Verb:
1.to cause disruption or turmoil to an existing
business model
2.To destroy a previously successful business
model
3.To displace the way value is currently created,
delivered, and captured
4.To be disrupeted, destroyed, or displaced by
new business model.
S. Kaplan
15. David versus Goliath
Senior management were so busy pedaling the
bicycle of their current business model they didn’t
think about and experiment with potential new ones.
16. Do you agree?
Too big to produce game-changing
inventions?
innovate?
17. Uncertainty Ratio = Assumptions/Facts
Entrepreneurial management
could be more important than
traditional management…
18. What if your best friend has a great idea…
Instead of purchasing designer dresses, women
might prefer the option of renting designer dresses
online for special occasion.
What would you advise??
“Write a Business Plan”
Customer need
Product&Service Size of the market
Revenue&Profit based on projections of: pricing
Example by Nathan Flurr
costs
Unit volume
growth
Anything else?
19. Or …
You can suggest to set up an experiment to answer
some “Key questions”
Will middle – to – upper class
young women rent a designer
if it is available at one-tenth
the retail price??
Will women who rent dresses
return them in good
condition??
Or…Would women rent
dresses they couldn’t try on??
Example by Nathan Flurr
20. So …
•You can borrow or bought 100 dresses from
designers;
• rent a location; advertise around your campus
and invite young women and test your Hypothesis
This is exactly what happend
The experiment answerd the
first two questions
This experiment resolved
some of uncertainty reflected
in the two questions it was
designed to answer.
Example by Nathan Flurr
21. “its inventory dressed 85 percent of the ladies who
attended President Obama’s second inauguration”
Example by Nathan Flurr
22. Performance Engine
Traditional management theory
certain type of problem: attempting to optimize
under conditions of relative certainty
23. Houston we have a problem
New business ideas
–outside and inside
organizations – are
characterized by a
different type of
conditions:
uncertainty
24. The right style of management
How can we lower
costs by 5%?
Will people buy products
over the internet? (Amazon)
by Nathan Flurr
25. A riddle
Alfred Sloan
General Motors
Billy Durant
Founder of General Motors
26. The best you can do is guess and you may be wrong…
Guess Guess
Untested hypotheses
Guess
Guess
Guess
Guess
Guess
Chief Experimenter vs Chief
Decision Maker
Guess Guess
Business Model Canvas by A. Osterlwalder
27. How and Where decisions are made
“…you know how big companies make decisions:
they tend to rely on politics, Powerpoint and
persuasion.” Tim Cook - Intuit
28. Let’s consider this case
You have to choose between two investement
proposals:
• a team of young entrepreneurs hoping to bring word-of-mouth
marketing to China (team A)
• Seasoned team inside large company looking to tap into a
growing segment adjacent to its current business (team B).
Team A
• They forged their idea in
the “white hot heat” of the
market.
• Many assumptions that
remained were grounded
in the Real World of
Experience.
Team B
• They forged their idea in
the lights of the conference
room.
• The plan was based on
assumptions the team
didn’t even realized it was
making.
By A. Scott D. Anthony
29. Team A got founded
Why?
By A. Scott D. Anthony
30. Team A fits the right “process to make decisions”
Team A Team B
• They had spent
significant time in the
market pitching their idea
to potencial corporate
customers.
• They simply hadn’t done
the fieldwork.
•The proposal
underestimated how
unique the value
proposition was compared
with offerings from
competitors/startups.
The Ratio of the time spent preparing for and attending
internal meeting to the time spent in the market < 1:3
Experiments
By A. Scott D. Anthony
31. A new strategy for entrepreneurship in the 21st corporation
• forming “leap of faith”
assumptions;
• rapid testing those
assumptions through
experiments;
• letting the data make the
decisions.
What’s the fastest way to get an experiment to test that idea?
Vs. traditional approach (build and deliver)
Steve Blank
32. Startup and established company
“In God we trust,
all others bring data.”
- W. Edwards Deming
Ongoing operation (90% data,
10% unknowns): central focus is to
execute the plan.
Innovation initiative (10% data,
90% unknown): the plan is a
hypothesis.
There is comfort in Data ☺
33. Leaps of faith assumptions
The Value Hypothesis The Growth Hypothesis
The Minimum Viable Product
Eric Ries
34. We have a set of management practices and theory
35. Customer Development Model
or How we search for the business Model
Search Execution
Pivot
Learning and Discovering
Design experiments, start
listening
• there are no fact inside your building
• testing your hypotheses outside the building
• no business plan survives first contact with customer
Steve Blank
40. Established Companies
hard-to-replicate advantages over start-ups
Entrepreneurial
approach/method
Experimentation/ get out of the
building : diagnostic camps to
identify potential patients or
engaging in customer discovery
Business Model Validation
Open minded
Observation
Humility
Unique capabilities
Partner relationships
Strong Brand Reputation: local
doctors/ Regulatory approval/…
“Last mile” distribution
channels
Process and internal resources:
design, staffing and execute
pilots and expanding programs
Recombining existing
capabilities
41. Break all the rules?
You are the Innovation leader and just joined the
company. You live the “ startup garage” culture
The CEO told you : “guy, we must innovate!
What do you do?
42. Again, Break all the rules?
Ok, Hero, What do you do?
You can say: we , the innovators, are a blessed
a superior lot
They can say: you seem to think you are
superior, you get all the glory,…
43. No custom organizational model in place
Ongoing Operation Innovation
Strategy
Organizing
&
Planning
Execution
Committing to
an Innovative
Idea
Making
Innovation
Happen
V. Govindarajan – C. Trimble : The other side od Innovation
Something missing
Agile approach? What
kind of relationships?
Skills? Operating
rythym?
?
“Great idea! Go
make it happen”
Trap: using
existing
processes
44. Organizing an innovation initiative
Company
Performance Engine
Shared
Staff
Dedicated
Team
Partenrship
Intrapreneurship Startup – acqui-hiring
V. Govindarajan – C. Trimble : The other side od Innovation
45. Intrapreneurship/Corporate Entrepreneuship
Intrapreneurship can be defined
as using entrepreneurial skills
without taking on the risks or
accountability associated with
starting your own business.
Instead, intrapreneurs are
employees in larger organizations,
who act as entrepreneurs while
having the resources and
capabilities of the larger firm to
draw upon
Corporate Entrepreneurship: is
the process by which individuals
inside organizations pursue
opportunities without regard to the
resources they currently control
(Stevenson)
46. What are the challenges of partnership??
List
Competition with Performance Engine leaders
for scarse resources
The divided attentions of the guys in the P.
Engine you need
Disharmony in the partnership
Remember: one person against the system is
an extraordinarily bad bet
47. Managing Diversity
Dedicated
Team
(Startup)
Performance
Engine
Conflicts must be anticipated, mitigated or
neutralized
48. Summarizing…
•Organizations need more “innovation” but don’t
know how to do it.
• Established companies are Performance Engine
with an “ efficiency uber alles” culture.
•A new set of methodologies are emerging from
startups (lean startup, customer development,
agile approach).
• Reverse mentoring is taking place (millenials –
digital native).
• Large organizations need new perspective (
startup or intrapreneurship).
49. The linear career path is long gone
Having experience within corporates and startups can give you different
perspectives and methods to manage uncertainty and your personel career.
51. Innovits is committed to bridge the gap!
A BRIDGE BEETWEEN TWO
CULTURES
EXCHANGE
COLLABORATION
STARTUP MANAGEMENT
InnoVits is a non-for-profit organization who is
contributing to create an Entrepreneurial,
Innovation-Based Economy fostering startup
methodologies and contaminating traditional
management practices and culture.
52. A new Breed of manager
Organizations need a structure and a
corresponding culture where accelerated change is
the new normal. It requires an environment, a
strategy in which experimentation and pioneering
is the most common thing to do in order to be able
to innovate.
53. This talk...
Innovation begins with your look at the world
By Frits Oukes
Illustration from the film Bakara 1992
It’s a matter of perspective