TL;DR (Too Long; Didn’t Read):
I want to help a million organizations transition into disruption.
Two reasons why this is interesting:
1) Demanding “whales” (corporations) to turn into “Tunas” (Agile, fast, start-up-like) will not work – our framework-design works around that.
2) We are “open-source” and assume constant growth and evolution of the tools and frameworks by a crowd-community. (Not preaching the immutable gospel)
If you are still interested – slightly less compact:
Over the past decade I have worked with F500 companies on strategic innovation. I have also worked a lot with non-corporate-innovators (mostly start-ups) and am one myself.
Corp. are in trouble / traditional innovation is not enough
Recently I’ve had an “itch”.
Like many others, I felt the pace of corporate NPD and other innovations processes, were rapidly diverging from the rate of change in the market.
It is now clear (to some) that corporations over a certain size, are too slow, siloed and resistant to change to effectively cope with disruption.
Being slow in the age of disruption is really bad news.
Basic model topology:
Know (continuous identification of potential sources of innovation) –> Bet (choosing the candidates for engagement)–> Grow (an evolving set of tools and programs) –> Realize (value capture – not necessarily absorbing)
The Key Insights – The model is not enough
- Most “heavy/slow” corporations will die before they change so dramatically.(even and perhaps especially when they promise they will)
- The model we developed is not immune to disruption or rapid evolution – we need to congregate people who are excited with the purpose of transitioning a million corporations into disruption and use their experience and smarts to continuously adapt our methodology and toolbox.
A work-around – be disruption-ready without complete transformation
Keep the Know-Bet-Grow-Realize topology and use the following main principles for transition without transformation:
- Create a diverse “cloud” of edge organizations (different types of sources of innovation at different development stages) around the “mother ship” (in various levels of ownership and affiliation)
- Insulate them from the mother ship (no badge, no using the same IT resources, not even the same wifi)
- Keep them autonomous and hungry
- Connect the edge organizations to one another and carefully control the information flow to the mother-ship
The mother-ship will be free to “carry-on”.
The loosely connected, insulated “cloud” of innovation edge organizations will try. Some will succeed.
If they do, they’ll either buy time for the mother-ship to turn around or they will grow so fast the mother ship will no longer matter.
This is a very compact version of Tinker’s Elastic Innovation framework.
It is based mostly on existing tools and frameworks (and few new ones)
What is new is their composition, interaction and purpose (because of the above mentioned insights).
If this is interesting to you – let me know and join us.