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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The friction between new and old
As a business At the top of an organisation, owner or C-level manager I think you want or similar, the long term responsbilty is more apprent. Further down in the hiarchy the sight normally gets shorter and it is very much the current business and the outspooken responsibilty for it that counts.
Everyone wants to work in a business that can handle both the current, the next and the future, or horizons as it called in the book The Alchemy of Growth. Not everyone is aware
As a business owner or C-level manager I think you
You probably want the entire business to follow the same values, goals and take advantage of the corporate culture and tradition. If were to set a separate entity to handle your future, what would people say?
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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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