WHY IT IS IMPORTANT
The digital revolution is happening right now.
New disruptive technologies are constantly offering new opportunities for companies to re-imagine themselves and deliver new, better and more cost efficient value propositions that ignites growth and differentiation.
For decades, startups have used new technologies to revolutionize industries (Google, Apple, Amazon, etc.), leaving large established corporations behind.
Driving disruption in a large corporation is certainly a challenge, as structures, cultures, and mindsets are not geared for disruption.
Therefore, if large companies really want to get on the forefront of innovation, it is time to think differently – it is time to think like the startups.
We understand the corporate processes and structures that challenge the decisions, financing and execution of new disruptive concepts.
We have seen how good innovative ideas die in the corporate bureaucracy.
Therefore, inspired by the entrepreneurial environment, we have developed and tested an approach for large corporations to avoid the incumbent curse and successfully execute new ideas.
We use concepts such as Startup Weekends, Incubator Organizations, Dragons Den Prioritisation and Rapid Product Development to facilitate the development and execution of new, profitable and game-changing concepts and business models.
We stand shoulder to shoulder throughout the execution to ensure rapid user testing and drive the challenger mindset.
AN EXAMPLE OF WHAT WE DO
In the financial industry, we worked with a top tier Nordic corporation to setup an incubator organization primed to deliver a disruptive and purely digital solution to one of their most important business areas.
Our role was to facilitate the development and execution of a customer centric concept based on a detailed customer journey analysis.
Furthermore, we assisted in continuously prioritizing features to form a Minimum Viable Product that could be developed and go live less than six months after project start.
Innovative and disruptive business models were outlined, and a challenger culture was built to ensure continuous operational success.