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"In the existing business, it is the existing that is the main obstacle to
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entrepreneurship...
If an entrepreneurial business is placed inside an
established management system,
it is more than likely to fail." ~
Peter Drucker
A
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New Product
 or service may be
launched either from within an established management system or from a
brand-new operation. In both cases, autonomy is a precondition of success
however.
Innovation needs to be managed
separately as the established company would load insupportable burdens on
the new venture: burdensome examples include highly structured
reward
schemes, return-on-investment targets, and lack of clear accountability for
the venture.
There is the fundamental difficulty in converting a large
and/or non-flexible organization, which has built up policies, people, and
practices along set lines, into the anarchic modes of the
entrepreneur. To
picture the problem, just imagine you forcing your right leg to run while
your left leg and the rest of your body keep walking.
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The Jazz
of Innovation
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The Jazz of Innovation:
11 Guiding Principles
"The most important caveat is not
to mix managerial units and entrepreneurial ones" in any way.
Venture values
are different from established
corporate values.
Entrepreneurial management of the venture-building process is
also
fundamentally different from corporate management that is focused
on delivering the annual operating plan. Not only must "the entrepreneurial,
the new" be organized completely separately from "the old and existing", but
"there has to be a special locus for the new venture within the
organization, and it has to be pretty high up".
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7 Routes to
High Profits
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Freedom to
Fail
Managing Innovation
through
Spin-outs
Technology spinouts are designed to provide
independence and space for action and allow management to enhance market
capitalization...
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