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What Every Institutional Innovation Program Gets Wrong

 
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What Every Institutional Innovation Program Gets Wrong
de System Administrator - miércoles, 5 de octubre de 2016, 14:41
Grupo Colaboradores y Partners

What Every Institutional Innovation Program Gets Wrong

“Several people who have recently left [Google] X and those close to it describe the Alphabet unit as sputtering, unable to bring projects to life. They say the issues at X aren’t technical hurdles, but a combination of red tape and knotty internal politics. Rather than accelerating the “moonshot factory,” sources say the Google-to-Alphabet reshuffle has clogged it up.” — Mark Bergen @ Recode

by Bud Caddell 

Founder of NOBL, a consultancy at the forefront of organizational design. We help ambitious leaders do more with their teams. Visit http://nobl.io

Most large institutions are smart enough to know that if you only optimize yesterday’s business model, you’re inviting disruption. On the grand scale, we have film canisters, taxi medallions, record albums, and DVDs (among others) to thank for this indispensable lesson: survival in the 21st century demands a ceaseless obsession with your customers and with the possibilities that new technologies can offer them.

So, yes, as a large institution, you need an Innovation Lab.

Yes, you absolutely need a team with the freedom, both of time and space, to diffuse new technologies into your category and your customers’ lives. These makers will invent the future of your business while your managers ensure your immediate survival. A small band of talent, with a small amount of resources, live on the bleeding edge so that you remain on the leading edge.

So yes, you need exploration AND optimization to survive. But you also need something else. Something even Google fails to address. In fact, the majority of labs and innovation centers flounder because of one, critical, missing ingredient.

You need a third team. The Scalers.

Most organizations know that those who work in their lab and those who work in their headquarters represent two separate talent profiles. Yet, they expect each group to share the management of the most difficult phase of any new technology or business model: Scale.

Think about it. Most new businesses fail to scale. Most new technologies, embodied recently in VR and 3D printing, take several attempts to reach a mass audience.

Time after time, in every organization we consult, we find that you cannot scale a new product, service, or innovation without a dedicated team specific to that phase of development.

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