Il recente articolo, comparso su Forbes, di Victor W. Hwang "the startup movement-is not about startups actually" racchiude una splendida sintesi di ciò che sta accadendo al di fuori del "mondo" delle startups - per certi versi elitario e autoreferenziale - e che sta influenzando le pratiche di management nelle aziende consolidate e, in generale, tra gli attori (Università, centri di ricerca, organizzazioni non profit, società,...) economici della nostra società.
Riporto il passaggio che racchiude la sintesi:
What have I discovered from this voyage? I’ve realized that, despite outward appearances, the Startup Movement is not just about startups. It is actually a deeper cultural shift that cuts to the heart of the human condition. It reflects a dissatisfaction with the way much of the world has gone for the last several decades. It marks a transformation in how we view our societies, how we convene our communities, how we create value together as human beings. It’s a counterpoint to the governing economic paradigm – what economists call neoliberalism – which has prized efficiency and productivity above everything else, even when it has corroded relationships that bond us together in our communities and social networks.
Efficienza e Produttività stanno - progressivamente - perdendo la centralità nelle teorie e pratiche aziendali.
Non è in discussione la loro importanza relativa ma, la consapevolezza, che da sole non siano più sufficienti a supportare crescita e "felicità". Stiamo lasciando alle nostre spalle, forse, "the Age of Effciency" .
Ed ancora, dallo stesso articolo:
Una concezione di cosa significhi creare un ecosistema adatto all'innovazione, in cui a prevalere siano valori quali "diversità, rete, approccio collaborativo, apertura".This notion might sound simple, but its impact is profound. If you examine the scholarly research on what makes entrepreneurship and innovation thrive – whether in Silicon Valley, Santiago, or anywhere else – the conclusions are strikingly consistent. Innovation is not a solo sport. It thrives in supportive, diverse, connected, pay-it-forward ecosystems. It dies in selfish ones. Building a startup – indeed, bringing any innovation to life – is hard enough already. The last thing you need is distrust, high social barriers, and cynicism from those around you. You need people who are willing to believe in you. Because human beings innovate together in teams.
Regole e pratiche utili e necessarie nelle aziende consolidate poco abituate a "connettersi" con il contesto e l'ambiente e, invece, bloccate da forze interne contrarie e reazionarie come riportato da Matt Hunt nel recente articolo failure-forums-complexity-theory-and-the-role-of-failure-in-driving-new-business-models/ di cui riporto un passaggio significativo:
....the foundational differences between the successes and failures. I realized that the challenges are much more about the “initiative within the organizational system” than the initiative itself. Looking back, my successes and failures were not determined by the market but by the internal corporate forces. I have observed that this is generally the case for most corporate innovation. This fact is discussed openly in heuristics like “you must have CEO sponsorship” but it is just one manifestation of a deeper underlying system at play.
