|a Part one: The modern company - Respect the past, invent the future: Creating the modern company - Entrepreneurship: The missing function - A startup state of mind - Lessons from the lean startup - A management system for innovation at scale - Part two: A road map for transformation - Phase one: Critical mass - Phase two: Scaling up - Phase three: Deep systems - Innovation accounting - Part three: The big picture - A unified theory of entrepreneurship - Toward a pro-entrepreneurship public policy - Epilogue: A new civic religion. |a Includes bibliographical references (pages 371-381) and index. |a ix, 390 pages : |b illustrations, charts |c 22 cm |a The startup way : |b how modern companies use entrepreneurial mangement to transform culture and drive long-term growth / |c Eric Ries. My next article reflects on another takeaway from The Startup Way – the missing capability that enables organisations to overcome their over-dependence on past successes.|a NjBwBT |b eng |e rda |c NjBwBT |d CoBoFLC |d SKYRV Organisations will eventually fail as they become competent and too wedded to the current operations and market offerings. I believe this ties into Apex Predator Theory developed by Dave Snowden.
This is often at the detriment to their capacity to innovate. Organisations scale success by developing a highly tuned operational system. This makes it difficult to accommodate internal disruption, vulnerability and relearning – qualities necessary for innovation. Success leads to criteria that promote the fine-tuning of existing products, processes and behaviours. The over-reliance on existing successes also develops an expectation that stifles the emergence of innovation within organisations. In an increasingly fast-moving market, this can be disastrous. Repeating and scaling an organisation’s previous successes can become its unspoken raison d’etre. It can create a difficult-to-reverse dependence on legacy successes.
In my view, if exploited for too long, what Ries describes can result in dangerous consequences. Barriers to entry are high, and growth is slow. Firms compete primarily on price, quality, variety and distribution. New products tend to be variations of existing product lines. Ries states that if an organisation is constrained by capacity, they’d typically endeavour to acquire more, in a bid to gain greater market share. Kodak has become the go-to case study of an organisation that became myopic and over-committed to its past successes.
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