In various presentations, papers and books on innovation or leadership I have come across an organisational pattern I like to call “Startup 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.
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Silos..picture of value chains and functional entities
ignite your coworkers passion and energy
People bypassed not belived in
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For those of you who think the sustainble "Core and Startup pattern" is just something I made up; take a deep look at Toyota who has had this model for decades and created many innovations both in product and in production. I guess Toyota is the most well-published and well-studied organisation in more than one hundred management books. A protest I have heard many times from my clients is: "But look, we are not a car manufacturer we are a ..... Those methods and thinking may sure work in the auto industry, but certanly not in our business." If you think this kind of statement is valid for you I urge you to take a closer look at Toyota. Specially the Toyota Product Development System.
modern p d use the same tools suprise
The feedback loops
What is the trick with the "Core and Startup pattern"? How is it possible to make it a long lasting process that successfully will deliver?
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