"Execution has beaten innovation out of the corporation." - Steve Blank In the last decade it has become clear that companies are facing continuous disruption from globalization, technology shifts, lower barriers to market, rapidly changing consumer tastes - you name it. Business-as-usual management techniques focused on efficiency and execution no longer serve as a viable and credible response.
The old game of growth used to be about the market cap - owning the market. The new game of growth - of innovation - is about continuously creating new markets and owning their market caps - But corporations are still trained, organized, staffed and managed for the old game and keep on doing the same things that do not work in this new paradigm.
The kind of continuous disruptive innovation that is needed in today's market situation rarely emerges within large corporations. Instead, we see innovation thrive in smaller organizations and startups. While large companies excel at executing and administrating existing business models, they have a poor track-record of finding and managing new business models. Why is this?
Warum sollte ich teilnehmen?
A new systematic approach is needed to enable large corporations to search for new and viable business models to create new markets.
We call this Corporate Entrepreneurship.
In this seminar you will get an executive-level introduction to what the lean startup methodologies mean to the corporate world, what we now know about the difference between a startup and a corporation; what works for both and what doesn't and how the game of growth and innovation has changed and what you can do about it.
Die Schwerpunkte des Workshops
- Finding a viable business model is not a linear, analytical process that can be guided by a business plan or executed by standardized processes.
- Finding a viable business model requires iterative experimentation, talking to large numbers of potential customers, trying new things, taking risks, failing on a regular basis, continually making adjustments.
- Discovering a new business model is inherently risky, and is far more likely to fail than to succeed.
- Lack of direct responsibility and accountability (it's always the other department's fault or the strategy's fault)
- The enterprise's aversion to failure and lack of room for real experimentation sets it up for failing to truly innovate.
Über den Referenten
Vidar Andersen is a Norwegian entrepreneur and Internet industry veteran with over 18 years of professional experience working exclusively with F500 corporations and GOs, currently living in Cologne, Germany.
His work has been featured & recognized by The New York Times, The BBC, Business Insider, CNN, TechCrunch, Netzwertig, TechHustlers, TechCocktail, DViCE, BasicThinking, MLOVE, ZDF, UP Global, Global Week of Entrepreneurship, C'n'B, The European Pirate Summit, LeWeb Paris, London Web Summit, TechCocktail SxSW, Startup Weekend, Nordic Startup Awards, Maastricht Week of Entrepreneurship, StartupBus Europe, Monaco Media Forum, Deusto Business School University of Deusto & more.
He founds tech startups to solve problems, consult F100 enterprises on Corporate Entrepreneurship - Growth & Innovation, lectures on startup entrepreneurship at universities, keynotes entrepreneurial events globally and volunteers for the local Cologne startup ecosystem as founder of the Hacker News Cologne Meetup, a Startup Weekend Cologne organizer, a global Startup Weekend Facilitator and as an instructor at NEXT Cologne.