Ebook The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth
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The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth
Ebook The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth
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Product details
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Audible Audiobook
Listening Length: 10 hours and 12 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Random House Audio
Audible.com Release Date: October 17, 2017
Language: English, English
ASIN: B074G5T77M
Amazon Best Sellers Rank:
Eric Ries is out of his waters in this.Eric’s 4 step recipe for transforming a company is EXACTLY what a conventional change management program is all about since time immemorial. Get Management Buy-in, teach and motivate people, lead by example, devote time and attention, train-the-trainers, etc. This is business as usual in modern companies. It is just another top-down driven Change Program. There is nothing to assume that this program will be more efficient than any other change program is.Oh, wait! Maybe there is: Entrepreneurship is an institution now. We are adding a new department to the company. Surely this will help! It will help exactly like installing a “Chief Digital†or a “Chief Innovation Officer†helps to promote those themes on the board. The name is different, but there is nothing that indicates why a “Chief Entrepreneur†should be more effective. Those Organisations will always be the “weak lineâ€: Organizations are dominated by those “strong lines†of the departments doing the real work, closer to the business. Hell, they ARE the business. Entrepreneurship is just another matrix function.But wait again! The strong lines, the realm of General Management, will be all aligned with experimental management now, as they all share a vision and embrace truth and discipline now – as in the neat graphic above.This degree of naivete leaves me speechless. There is nothing in this book and in the world that will indicate any more success with this as with all other Change management initiatives before.Some critical words on Amazon:All these five start ratings leave me speechless. You need to know that there have been already 34 five Star Ratings on the day the book was released. After 3 days, there were just two 1 star ratings. Both disappeared. One of those was my review, which at about 42 likes, more than any other review. Now it is gone. The second negative review is gone as well. What the hell, Amazon! That's evil.
I was lucky enough to get a pre-release copy of this book (just advance publication for my pre-order, not a freebie).Great read. It builds on Eric's prior work, providing context and methods of applying startup culture within any organization. There are some very simple concepts here, but most organizations do not follow them - and yet wonder why they cannot innovate, and more importantly why getting anything out of the door becomes a challenge.From the ways to measure success of an intended entrepreneurial project to the way bean counters usually kill anything which might innovate in a large corporation, the book covers challenges which most people will recognize if they have spent any time outside of startups - and especially if they've lived through a maturing success.Actionable ideas, simple concepts and engaging writing - it's great to see the developing influence Eric is having on all kinds of businesses.Of course you have to be open minded - if you believe that nothing can be achieved without a detailed business plan, which is expected to actually represent the future - you're going to find this one a tough read.
An interesting read if you're not well-versed in the groundswell occurring around design thinking and innovation in the enterprise. Yet, for those that are in tune with contemporary management philosophy and trend lines, this book is ultimately a huge disappointment, particularly after Lean Startup became a standard bearer as a philosophy for product development.The mistake in this book is the disservice Ries' does to his populist readers by not even glancingly touching on any of the innovation thought paradigms that are sweeping through the Fortune 1000. Ries chooses to overlook this and present The Startup Way as his own unified enterprise management methodology that incorporates Lean Startup with the intention of expanding his thought footprint into organizational change management.Yet, if you do even the slightest bit of research on Google around "Design Thinking and Lean Start-up," "Design Thinking, Lean and Agile" or "Innovation and Design Thinking" you'll see that hundreds if not thousands of people have wrestled with trying to knit these concepts together in a way that works for large organizations.Ries ignores all of this in his service to his own ideas. I hope he enjoyed the consulting fees from GE because they corrupted the otherwise egalitarian approach he should have taken for this book -- then he would have become the father of a movement, not just a character in an ensemble cast of thought.
There is something profoundly wrong here. The primary example of success given is GE and GE, after trying to use these ideas, failed. Worse, if you talk to GE managers they could not find a way to implement the methodology. Indeed, they seemed to become even more confused. It seems apparent that the methodology has been mostly ignored or rejected across the company. This book is a summary of many good ideas that have been around for decades but as implemented here at GE ineffective. It would be interesting to have a GE manager write a book or post a note here about why these ideas apparently failed after what was obviously a great deal of work. One major problem is that creating major new innovations in a company is not like being an entrepreneur in a Silicon Valley startup. That conceptual framework is misplaced so it should be used carefully. Yes, entrepreneurs exhibit many characteristics that are critical, but entrepreneurs have a set of values and personal characteristics that very, very few people have. How many Musks are there in Google, Amazon, or Facebook? You want everyone to be an innovator but only a few can be true entrepreneurs. Telling everyone to be an entrepreneur is a way to create chaos in a company. But, bottom line, mostly this methodology lacks an implementation structure that works.
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