Yet, when the entrepreneur and author Eric Ries first visited GE in 2012, he envisioned possibilities for how the company could apply the Silicon Valley playbook to the development of a new engine. The idea was to make the designers think more like they were working for a startup.
It’s not enough to simply “get” the startup mentality. Executives who want to use lean startup principles to compete in today’s fast-paced economy must do the hard work needed to transform their companies.
Every company seems to be a startup these days — or at least they try to act more like one.
Instead of living in fear of uncertainty in oil markets, we must think creatively and collaboratively to change the future of the industry.
I won’t be the first oil executive to tell you that we live in a time of great uncertainty. The most visible indicator of that uncertainty is today’s low oil price and the impact that is having on our industry: on investment, on jobs, on our employees, their families and communities.
Amid a growing fear of “Digital Darwinism,” executives are embracing the startup ethos to stay competitive in the fast-paced global economy.
The Fortune 500’s success at “optimizing at will” has come at a cost. To survive in today’s fast-paced global economy, it’s time to focus the ability to “grow at will.” You need to install a Growth Operating System.
Ask a Fortune 500 CEO, “How many $50 million companies did you launch last year?” The answer should be: “many.” A great company should be teeming with growth. But more likely than not, the answer you’ll get is: “zero.”
One of the many characters in Melville’s Moby Dick is Bulkington, an intrepid sailor for whom “land seemed scorching to his feet” and who on a “shivering winter’s night” thrust the mighty ship Pequod’s “vindictive bows into the cold malicious waves,” as it set out on its fatal whale hunting expedition.