Há anos escrevi sobre o caso da VW e a Deutsche Post, Mongo a bater à porta. Tão bom!!!
Recordei logo ao ler "Six Mindsets to Help You Change the World" de John Mullins e publico no número de Outono da Rotman Magazine:
"MINDSET 1: Yes, We Can!
When a customer asks an entrepreneur to do something that they are not currently doing for them, the answer isn't, Sorry, we don't offer that'; instead they say, "'Yes, we can!' Then they figure out how to deliver on the promise.
Big companies almost never do this. Broadly speaking, leaders are advised to 'stick to their knitting': They are supposed to know what their organization's core competencies are, nurture them and do what they can to make them more robust. If a customer asks for something outside the box, they say, 'No, I'm sorry, we don't offer that.'
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MINDSET 2: Problem-First, Not Product-First Logic
Big companies are obsessed with their products, to a fault in some cases. Take for example, the laundry detergent category. My family and I have I used Tide detergent for many years, and every time a new brand manager comes along, they tweak the product: They might add green speckles to the powder, change the scent slightly or add more water so the liquid soap pours easier. Does any of this count as innovation? I don't think so. Entrepreneurs like Jonathan Thorne, in contrast, start with a customer problem. Thorne, the founder of Silverglide Surgical Technologies, had developed a technology that stopped the surgical instruments used in medical procedures from sticking to human tissue. He asked himself, 'What are the most common sticky-tissue problems?'
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MINDSET 3: Think Narrowly, Not Broadly, About Your Markets
Big-company wisdom is straightforward: 'If we're going to trydoing something new, it has to be for a big market.' Any new product or service has to be big enough to 'move the needle' for the company. Otherwise, why bother? The best entrepreneurs, on the other hand, don't worry about how big the target market is at the outset. They realize that if they build a foundation in a narrow market from which they can learn, good things will happen. They start out thinking narrowly, not broadly. After all, it's far easier to solve the problems of a narrowly defined target market than to make one product that attempts to serve all."
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