"stresses the importance of:
An executive mandate;
A creative structure; and
In a good start-up, these characteristics are not hard to find. A good management team will be dedicated to creating product market fit, otherwise the business will flounder. Investors are involved for the long haul, understanding that startup managers will have to experiment and fail along the way to a successful IPO. And the natural independence of start-ups allows leaders to strike deals and hire talent that might otherwise be impossible in the context of a large company.
But to simply assume that these are present inside a large organization would be a mistake.
And so many would-be corporate innovators find themselves lacking the mandate, the capital, and the organizational structure to run iterative tests to validate their ideas in an uncertain world — the very core of "lean". This, in turn, derails them in one of two ways: they have to commit wholeheartedly to "fat" innovation — promising their senior executives a pathway forward and a certain amount of revenue, before they have tested their hypotheses, in exchange for funding. Alternatively, they attempt to innovate in a lean fashion, but they are slowed immensely by numerous requests for budget, little tolerance for failure, and a general disregard for "experimentation."
This is where a startup's lack of profitable operations would have worked to their advantage. By not having achieved product-market fit anywhere, and never having developed strong processes to ensure standardized operations, a startup in many senses resembles a speedboat. Though the CEO may be driving, anyone sitting on the bow can get a direct line to the captain to suggest a change of direction. The boat can turn on a dime. Larger companies, on the other hand, are more like tankers. If you happen to be a crewman on the average tanker with a great idea for a change of direction, the odds of getting your captain to change course are substantially less likely. It doesn't matter if you have come up with the perfect course, using a precision GPS (like the "Lean" framework); the ship is being driven by the instruments and individuals on the bridge. That is where the budget is determined, and the processes decided upon. Between your idea and the helm, there are legal departments, finance departments, marketing departments, other business units, channel partners, and sometimes even your customers. They can — and will — all get in the way of your ability to experiment and adapt.
Maximize autonomy. If you get the right people on board and appropriately represent why you will need a different process and a different structure than the rest of the organization, the last step is getting that patient capital. To do this, you'll need to create as much autonomy as you can as soon as you all come to an agreement on some sort of definition of success. Without autonomy to spend your funds, experiment, and ultimately grow a business in the right way, neither a mandate nor creative structure will get you very far."
domingo, junho 23, 2013
A vantagem de não ter dinheiro
Esta reflexão "In Big Companies, Lean Is Only One Piece of the Puzzle", que pode ser conjugada com "powerpoint the idea", fez-me logo lembrar: