Page 63 - Grow from Within Mastering Corporate Entrepreneurship and Innovation
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50    grow from within


              explicit needs of existing customers, and so on. Incremental
              changes such as these are distinct from new business design.
                 If you’re building truly new businesses for your company,
              by definition you’ll need to do at least some things differently.
              This presents the corporate entrepreneur’s fundamental chal-
              lenge: leveraging what the parent company does well, while encour-
              aging others within and outside the company to make the changes
              necessary to support the new business. These could be behavioral
              changes, new suppliers, different channels, a range of new
              activities, and even, possibly, new competencies. The key is to
              be strategic about what you need changed and whom you ask
              to do the changing. (We’re really talking about a political strat-
              egy to advocate on behalf of well-considered change to enable
              new businesses. We will come to that in later chapters.)
                 The first step in defining what might need to change is to
              stop thinking in terms of new product or service development
              and think instead about new business design. You don’t know
              what might need to change until you have a notion of how your
              new business will operate.
                 As companies venture beyond incremental innovation, more
              and more aspects of the way the company does business may
              need to change to enable the new offering. Does a new product
              require changing the delivery and support systems that the com-
              pany uses in order to achieve success in the marketplace? Might
              salespeople need to approach different target customers with
              different value propositions through different channels? Might
              the supply chain require enhancement or redirection to support
              the new opportunity? Perhaps our existing brands don’t quite
              fit the new product. Should we forgo what might otherwise be
              an excellent opportunity simply because it doesn’t fit neatly into
              our company’s existing systems?
                 Sometimes the answer should be a confident yes. Some
              opportunities just don’t fit, particularly for companies that are
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