The Corporate Startup - Senefelder Misset · 2019-02-19 · In a great modern organization it is...
Transcript of The Corporate Startup - Senefelder Misset · 2019-02-19 · In a great modern organization it is...
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Tendayi Viki PhD MBA
The Corporate Startup
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http://thecorporatestartupbook.com/
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Innovation Principles
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“In the latest turn of its wheel, strategy becomes about how to
make existing institutions as innovative as startups…”
Walter Kiechel III
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Large companies are NOT startups…
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Large companies must view themselves as an innovation ecosystem.
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Yet innovators in large companies are often faced with false choices.
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The first choice is to write a business plan.
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This choice is based on the myth of innovation as a linear process.
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Remember, if we are building something nobody wants,
it doesn’t matter if we are doing it on time and on budget.
Eric Ries
Author – The Lean Startup
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The second choice is to just do it.
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This choice is based on the myth of the visionary innovator.
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Making stuff people want is not the same thing as;
asking them what to make.
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Customers own problems Innovators own solutions
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Both choices are based on the false assumption that: If we build it they will come.
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Lean Startup is a method of systematically searching for
customer value and a sustainable business model.
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In a great modern organization it is every employee’s right to know that
the thing they are working on matters to somebody other than
their boss.
Eric Ries Author – The Lean Startup
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Three Steps to the Epiphany
Create Ideas - Test Ideas - Scale Ideas
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The Corporate Startup is based on the understanding
that traditional forms of business planning or
visionary product development are like betting
on a hole in one.
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The first step in innovation is to imagine a better world for our customers.
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The second step is to find out whether we are imagining something people want.
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The ultimate arbiter of value is the customer.
Get out of the building early and often.
There are no facts in the building.
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The third step of innovation is to find sustainable and profitable business models
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The final step is to scale our profitable business models
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Innovation Capabilities
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Product Best Practice Investment Best Practice Speed (Learn Fast): Days,Weeks, Months Balanced Portfolio: Core, Adjacent, Transformational
Design Thinking: Customer Needs, Jobs to Be Done Incremental Investing: Appropriate levels for innovation stage
Business Model Innovation: Assumptions and Hypotheses Innovation Accounting: How well are teams doing in their search
Experimentation: Testing with customers, lean analytics Innovation Metrics: Knowledge to Assumption Ratios
Iterative Development: Agile, Minimum Viable Products, Pivots
Product Council: Innovation investment management board
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A Case Study
Pearson
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THANKYOU