Startups around the world are being told to develop strategies to scale up. They begin in largely unstructured teams that respond quickly to rapidly changing conditions and they are lean and focused. To scale up, they need to understand how to gain more income per employee by developing systems, specialization of roles, clear plans and KPIs for success. Startups need to make these changes as they grow because the ad hoc management methods many startups use will collapse under their own weight as the company scales from ten to twenty five to one hundred, to five hundred and to one thousand or more employees.
Large corporations are rewarded by relying on the systems that allow them to operate effectively at scale. The culture is designed to support systems and process – but this is the very culture that kills startups.
What makes large companies successful is what kills innovation and ideas in startups.
Scaling Down is about re-defining how corporate innovation programs work. It’s about learning from lean and fast-moving startups and building innovation programs that look like startups but that serve a bigger corporate strategic need.
Corporate innovation programs are broken. What used to work with internal R&D programs no longer fits the fast paced innovation that global competitors are bringing to the marketplace. Internal innovation programs operate slowly, consume huge resources and can’t keep up with startups that can operate without all the corporate management baggage and anti-innovation cultures that kill ideas.
Scaling down is a process driven program that begins by identifying global trends to determine the direction that an industry is headed in. It then assesses the corporation’s strengths that it can bring to innovation and designs an innovation program that takes advantage of these strengths while eliminating the startup-killers that have made them successful. Finally, the Scaling Down program leads into the HyperAccelerator model that creates a pathway to de-risking and accelerating the innovation process.
Three Day Program Schedule
9:00 Introductions: person, company, what they do.
Schedule for the day/program
9:30 Presentations – Each company describes their innovation program/philosophy
Describe your innovation dilemma – what do you want to accomplish with your innovation program?
Five minutes plus five minutes Q&A
11:00 The Problem: Why Innovation has Failed
12:00 Lunch Break
1:00 Developing an Innovation Program that Works
Moving the needle
Avoiding becoming irrelevant in the market
2:00 Learning from the Future
Innovation Principle #1 – Welcome ideas, fight coming to conclusions
Brainstorming – ten scenarios
Identify common elements
Narrowing the scenarios down to four
Narrowing the scenarios down to one
3:30 Presentations – five companies, two scenarios each
5:00 Summary and Conclusions
9:00 Innovation Modalities
Internal vs. External
11:00 Innovation Modalities Workshop
The Innovation Modalities Canvas
1:00 Presentations – Innovation Modalities Canvas From five companies
2:00 Force Multiplier
What are force multipliers?
How can force multipliers help with innovation?
What are the innovation killers?
Note: they can be the same as force multipliers
How to identify the right package of force multipliers for innovation
2:30 Force Multiplier Workshop
Identify the key force multipliers for your company
Identify the key innovation killers for your company
3:30 Reports – from five companies
9:00 Welcome – Summary of what we have accomplished
9:30 The HyperAccelerator Model for Innovation
10:00-12:00 HyperModule Overviews
Lean Business Model Canvas – Company and market overview
Exit Strategies – Begin with the end in mind. (Exit Strategy Canvas)
Strategic Planning – Mission, Vision, Values, Objectives and Strategies
Go to Market Strategy – Identifying key partners, channels and KPIs
Believable Proformas – validated and researched financial projections
Finance Strategy Canvas – number, timing, and milestones for all capital raises
Valuation – Five valuation methodologies and defensible valuation ranges
The Pitch – putting it all together into a five minute pitch.
1:00 Putting it all together
Managing the Innovation Process
Establish Clear Goals
Create a force multiplier canvas
Create a Modality mix
Establish a budget
Diversify your Risk
Build a Team
Chairman – key liaison with management
Execute and Iterate
Developing the Action Plan
Use the action planning template
4:00 Presentations from all 10 Companies
5:00 Wrap-Up and Reception