E' un gran parlare in questo momento di Startups qui in Italia.
Convegni, eventi, meetups, ministri, gruppi su Facebook, università che lanciano - a pagamento - corsi su come creare una statups.
Siamo italiani con una naturale predisposizione a semplificare ed adottare velocemente, troppo, modelli nati sulle sponde californiane o atlantiche.
Siamo italiani con una naturale predisposizione a semplificare ed adottare velocemente, troppo, modelli nati sulle sponde californiane o atlantiche.
Un tema ancora ai margini è quello che cerca di indagare in che modo i tratti significativi della cultura imprenditoriale possano "contaminare" aziende strutturate.
Un tema che rimanda al concetto di Organizational Ambidexterity, ovvero la competenza di un'impresa di perseguire - allo stesso tempo - lo sfruttamento dei propri asset, e quella di guardare al futuro esplorando nuove opportunità.
L'articolo che segnalo riporta alcuni spunti interessanti.
Building corporate entrepreneurship is a hard work
Alcuni passaggi:
Create the right environment. Just identifying talent isn't enough. Companies must create the environment to foster it. The most successful entrepreneurial environments:
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Are open to risk taking. Encourage managers and employees to tolerate failure and accept change. This enhances a firm's capacity for breakthrough innovations.
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Encourage trusting relationships. This creates a culture of trust among employees and managers. Having strong relationships in the workplace also encourages employees to take risks without the fear of losing their jobs.
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Build skills and knowledge. Provide employees and managers with opportunities to learn and grow. Support new ideas and employee-driven initiatives.
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Offer management support. When senior leaders don't walk the talk, no amount of entrepreneurial efforts made by employees or middle managers will work. Senior leadership's commitment to innovation, openness to change at all levels, and most importantly, delegation of appropriate authority to managers and employees to try new ideas sends a clear message to employees that the company is serious about creating an entrepreneurial environment.
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Permit access to resources. Provide employees with resources, time, and material. Companies such as 3M and Google let employees spend 15% to 20% of their time working on side projects of their choice. Employees should know that they have resources available to embark on new and innovative projects.
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Maintain a supportive organizational structure. Complex hierarchy and elaborate policies are designed to bring order, but they also constrain entrepreneurial activity. Simplify approval procedures, cut the red tape, and keep organizational flexibility.
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Set realistic performance goals. Entrepreneurial undertakings, by their very definition, have unknown outcomes. Set realistic timelines and reliable performance measures for entrepreneurial initiatives. Design employee reward systems that accommodate failure, tolerate ambiguity, and keep the focus on long-term outcomes.
