Internal	start-ups.
Can	startups	work	inside	established	companies
Nääsvillen	oliopäivät
2.12.2015
Jukka	Märijärvi/	L...
World	was	stable	and	predictable	-
Ford	model	T
•  In	producKon	1908	to	1927
•  Very	liPle	changes
•  Sold	16.5Million...
Life	will	be	shorter	…
•  “Die	Another	Day:	What	Leaders	Can	Do
About	the	Shrinking	Life	Expectancy	of	Corpora@ons,”
th...
Big	and	rigid	companies
difficult	to	innovate	and	change
•  ”some	companies	create	command-and-control
hierarchies,	rig...
The	Speed	of	change	…
•  Yet	startups	everywhere	–
–  all	from	day	one	global
–  Plethora	of	ideas
–  Want	to	change	...
What	is	the	problem?
Fortune	magazine	study	on	failed	startups
Lean	Startup
Concept	has
become	defacto
standard
I...
Lean	startup	concept
•  Have	a	vision,
•  write	assumpKons
•  Test	the	assumpKons	with	fast	pilots	–	create	a	MVP
(Mi...
What	does	it	take	to	change?
•  There	needs	to	be	two	operaKve	modes	running	at	the
same	Kme	–	and	different	profile	peopl...
Any	success	cases?
•  F-Secure	–	Tieto	–	OP-Pankki	PIVO
•  Intuit,	Adobe
•  General	Electric
Where	does	it	lead?
•  Change	is	the	word
•  DigitalizaKon	will	come	to	every	domain	and	create	new
ones
–  Banking	is...
Our	(free)	Book	is	nearly	ready:
hPps://leanpub.com/internalstartups
And	a	course:	hPp://www.wakaru.fi/koulutuskalenter...
Nääsvillen oliopäivät final 12 2015
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Nääsvillen oliopäivät final 12 2015

Internal startups - why and how to do it. Companies need growth and quick innovation to markets. This is how to do it. You can start lean startups inside your corporation
Published on: Mar 3, 2016
Published in: Technology      
Source: www.slideshare.net


Transcripts - Nääsvillen oliopäivät final 12 2015

  • 1. Internal start-ups. Can startups work inside established companies Nääsvillen oliopäivät 2.12.2015 Jukka Märijärvi/ Landon Oy Jukka.marijarvi@landon.fi @JMarijarvi
  • 2. World was stable and predictable - Ford model T •  In producKon 1908 to 1927 •  Very liPle changes •  Sold 16.5Million examples •  SKll makes the top ten list of most sold cars of all Kmes (ranked eight) •  “Any customer can have a car painted any color that he wants so long as it is black”
  • 3. Life will be shorter … •  “Die Another Day: What Leaders Can Do About the Shrinking Life Expectancy of Corpora@ons,” the Boston ConsulKng Group’s MarKn Reeves and Lisanne Pueschel •  John Chambers: “40 percent of companies will not exist in a meaningful way in 10 years.” -- that we are in an era of unprecedented technological disrupKon and change that only the most forward-looking companies will survive.
  • 4. Big and rigid companies difficult to innovate and change •  ”some companies create command-and-control hierarchies, rigid silos, and inflexible processes to ensure consistency and predictability”. •  While ins@tu@onal architectures are effec@ve during @mes of stability, companies that embrace them will face extreme difficul@es during @mes of disrup@on and rapid change”. Hagel&Brown: InsKtuKonal innovaKon hPp://d27n205l7rookf.cloudfront.net/wp-content/uploads/2013/03/ DUP293_insKtuKonal_innovaKon2.pdf
  • 5. The Speed of change … •  Yet startups everywhere – –  all from day one global –  Plethora of ideas –  Want to change and disrupt everything: Uber, AirBnB, •  But meanwhile back in Finland - Cut, Cut and Cut, but then what? Any ideas? –  Finnish industry is saving, not invesKng, reducing personnel –  You become profitable and can pay dividends to investors –  But what do you do then? –  Threat to disappear •  What is your Strategy against? –  Wait and see? –  Do something – start innovaKng – start growing, start renewing yourself
  • 6. What is the problem? Fortune magazine study on failed startups Lean Startup Concept has become defacto standard In Silicon Valley and helps in this. Or at least people feel that it does!
  • 7. Lean startup concept •  Have a vision, •  write assumpKons •  Test the assumpKons with fast pilots – create a MVP (Minimum Viable Product) •  Collect measurements (real measures, not vanity metrics) •  Pivot (redirect or change one/many asumpKons) or persevere (conKnue forward) •  Magic formula found (problem/product fit) •  Find formula for growth (product/market fit) •  Grow fast and take the markets (Internet Kme the first takes 80-90% of the market)
  • 8. What does it take to change? •  There needs to be two operaKve modes running at the same Kme – and different profile people! –  Normal business •  OpKmize the speed and quality, Conformance to rules –  InnovaKons and new ideas -> internal startups •  Break all rules, contact the customers, Bypass everyone, test everything unproven. Disrupt (=kill) the old business •  Less corporate rules and red tape – –  HR “answer to this competence survey by Monday” –  F&C “report the use of money with this handy Excel file” –  IT “ we only use Sony laptops with programs A,B and C” –  Legal “ fill this quick IPR applicaKon template”
  • 9. Any success cases? •  F-Secure – Tieto – OP-Pankki PIVO •  Intuit, Adobe •  General Electric
  • 10. Where does it lead? •  Change is the word •  DigitalizaKon will come to every domain and create new ones –  Banking is next. Accenture counts that 32% of the banks current business will disappear –  Check Blockchain, number26, Ripple, iZePle etc •  Big corporaKons need to change or they will fall –  Safeguarding the old ways and resisKng change, building imperium will just be so last season –  Innovate+execute are the words •  Networks of high skilled small companies can be the future?
  • 11. Our (free) Book is nearly ready: hPps://leanpub.com/internalstartups And a course: hPp://www.wakaru.fi/koulutuskalenteri.php?kat=liiketoiminta Thank You!

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