In various presentations, papers and books on innovation or leadership I have come across an organisational pattern I like to call “Start-up then Core”. It is a pattern based on the idea that a new dawning business needs a special kind of leadership and special people, skilled and prepared to innovate in an uncertain world. Those in favour of this pattern also suggests that a mature business with “Execution” as its main mission needs leadership and people aimed to dwell in a more repeatable and secure world.
...
Much of the business literature describes how to do innovation and delivers many examples of successful serial entrepreneurs. But hardly any literature gives practical advise about how to continuously develop a business by transforming it into the future over time. Some books like Good to Great, written by Jim Collins, does take a long term perspective but it is mostly about high level principles rather than organisational patterns.
Books like The Lean Startup, perhaps the most well known, and The Innovator's Method, which is taking the start-up methodoligy a step further, asume a new and and old businesses need to be run in totaly different styles. I have many lean start-up fans saying "A core business do work in completely different ways with large and long lasting projects".
Given the fact that disruptive businesses come with a steady and increasing flow the most important skill for leaders everywhere must to shape the future. I'm surprised so many leaders of thought and practice promote the "Startup the Core" pattern. Is it wise and far to just let either a new or an established part of a business die?
...
Silos..picture of value chains and functional entities
ignite your coworkers passion and energy
Tech driven instead of driven by values and customer need
...