It’s been well documented by the likes of Steve Blank and Clayton Christensen that if you want explore disruptive innovation in a large company, you have to redesign or create parallel processes, systems and values internally in order up to support behaviours critical to innovation - think moving fast and experimentation. Failing that, take innovation outside of the building by spinning out a company with its own processes, systems and values.
But the kicker here is to not treat the spin off as an independent startup, otherwise you might be better off simply setting up a corporate venture capital arm to invest in startups.
A better approach is to leverage your relative strengths to mutual benefit. A large corporate will bring domain expertise, networks, distribution channels, customers and resources to the table.
Listen to hear how to identify synergies to accelerate growth.
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Your host and occasional cybernetic organism, Steve Glaveski, is committed to helping people better navigate the growing uncertainty that technology change brings, in order to survive, thrive, create more value for the world and lead more fulfilling lives.
Steve is the CEO and co-founder of innovation accelerator Collective Campus, founder of children's entrepreneurship program Lemonade Stand, author of Amazon best-seller The Innovation Manager's Handbook and the Wiley book, Employee to Entrepreneur, investor in blockchain based fractional property investment platform Konkrete and is a keynote speaker and startup advisor.
When not fighting T-1000s Steve can be found in the gym, hiking, skating at the beach, attempting standup comedy, at a heavy metal show or socially lubricating at a whisky bar.