Startups love to hire large managing directors for consulting and C-suite roles.
These employees solve a common problem: If startups grow and want to compete with the officials, you need a company talent to see them over the line.
But large, established companies have a different common problem. They are too big, too established and are exceeded by the companies that hire their talent.
At the moment it is rabbit and there tortoise – but slowly and steadily this time does not win the race.
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Established companies have to remove a page from the start-up playbook and rents for the C-Suite her Competitors – the startups.
Larger, more established companies often change slowly. They are overly bureaucratic, addicted to Legacy systems and can compete for new, critical possibilities in the race.
For example, bureaucratic silos at IBM led to budget competitions and managers who concentrated on the protection of mainframe revenue instead of turning aggressively for cloud computing. The competition raced ahead.
Large companies are far too slow to innovate. In a mentality “if it is not broken, do not repair”, she does not pursue that you will follow new products, markets and technologies quickly enough to stay competitive.
This was the case with Kodak, which clung to the once lucrative film business for far too long. The company that does not use the area of the digital camera that excludes film sales of film sales and finally filed for bankruptcy in 2012.
Now the spread of AI in corporate world and their ability to make breakneck innovation with small teams easier-a wake-up call for a big business.
So what is the solution? Large companies have to be brave. You have to put your trust in technical entrepreneurs and bring them to the C suite.
Startup managers can conquer the Grouthink, which is currently infected with the meeting rooms of most established companies, in which managers are often hired from the same industry and other large, incumbent companies.
These managers can behave like disruptors and bring in new ideas and a culture of experimentation. You are also not afraid to fail – because you can see that this is an important step towards innovation.
Startup executives are also much more tailored to the shift in consumer trends. You look reflexive in the Pan sector, Pan-Market to identify trends and opportunities-and will act decisively to take them.
Large companies have customer data and assume that they have the clearest overview of emerging trends. This is wrong. Your data is biased in the direction of the status quo, and if trends can be identified, you will find microtrends within the strict limits of the existing company and its products or services.
Instinct is far more important – and startup executives have the strongest market instincts.
Start-up leaders are also clever in reducing department silos to build agile, cross-functional teams.
For example, a startup manager is used to working in a narrow team directly with engineers, marketers and customer support in order to create and scale new products at speed. The same process is divided into large companies, full of barriers and indirectly.
Some will wonder whether startup managers can master the large company machine. But the truth is that many of the best have started there. Most company leaders only worked in companies. Startup leader almost always did both.
Others may be wondering whether entrepreneurs want to give up their start -up freedom. It is a big point – and the answer is to give you freedom. Let them have an oversized effect, give them the budget you need. You will continue quickly and leave an innovation playbook – that’s fine.
I am an entrepreneur and investor – I build and back startups. I love to see that they interfere with industries. But there is no reason why industry cannot be disturbed by established companies. Competitiveness would benefit everyone.
To get there, we have to see large companies that rely on the specialist knowledge of their start -up competitors.
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