Many industries are being disrupted by new and innovative technologies and many more are awaiting to be disrupted in the next 5-10 years.
This anticipation has obviously resulted in many corporations attempting to create their own innovative products, so as not to be disrupted by a third party technology or a startup. It’s quite common these days to see Telcos, Banks and Insurance companies organizing hackathons, and trying to generate innovative ideas that could be used in their respective industries.
Generating new ideas is the easy part. But as discussed in my previous post, trying to develop totally new products in a corporate setting is very challenging to say the least.
3 Corporate Hurdles that Kill New Initiatives
There are at least three main corporate hurdles for a successful new product incubation within a large corporate setting, these are corporate structure, approval processes and procurement processes. Oftentimes, corporations make a mistake of starting a new product without addressing any of these three pain points. Continue reading
Why founders of startups get replaced by the board when the startup starts to grow fast? Why many startups fail to integrate into the parent company after the acquisition? And why big corporations struggle to launch a successful startup from within?
Concept of RPV
RPV stands for Resources, Processes and Valuves.
At the initial stage of a company, all you need are good and reliable people that can get the job done i.e resources. At this stage resources are crucial, if you have a web technology startup and happen to find a great coder and UX developer then you are in luck. On the other hand, if you happen to hire the wrong developer, you will have a tough time launching that MVP (minimum-viable-product) of yours. Similarly, if your lead developer leaves at this stage to a competitor startup, it can greatly affect your product and even your startup as a whole. But this is also the stage where it’s easiest to solve your company’s problems, because most of the problems will be related to resources and usually they can be settled by hiring a new guy or firing an existing employee.
When your startup is at the stage where it has a product or service that is selling like hot cakes, and you start hiring a lot more people to grow both your company and its revenue, that’s where the processes come in. That’s because you want your operations, customer service, support, billing etc to be run efficiently. That’s when you start to setup company wide processes, different processes for different teams and departments, KPIs (key-performance-indicators), SLAs (service-level-agreements), SOPs (standard-operating-procedures) etc. This is the stage when efficiency is most important to the company, because efficiency is directly related to company’s revenues.
The final stage is when a particular startup has become an established corporation. At this stage “company values” are normally setup to guide the employees in their daily work, dealings and most importantly in decision making. Values are guiding principles that dictate how the company is run in all walks of its life. At this stage, while still important, resources won’t be as important as they were at the “resources stage”. Hiring and firing happens quite often. Individual opinions within the company doesn’t really have any weight unless the person is a c-level. Continue reading