Derisk
the process
of innovation
HOW
Common Solutions
Internal R&D Departments
Companies invest in dedicated research and development teams to explore new technologies and improve existing products.
Why it doesn’t work
Often, R&D efforts focus on incremental improvements rather than disruptive innovations, and bureaucracy can slow down innovation.
Intrapreneurship Programs
Encouraging employees to pursue innovative projects within the company.
Why it doesn’t work
Employees may lack resources, support, or incentives to take significant risks, and such programs can struggle to scale.
Digital Transformation Initiatives
Implementing new digital technologies and processes to stay competitive.
Why it doesn’t work
Digital initiatives often focus on operational efficiency rather than breakthrough innovation, and cultural resistance can slow adoption.
Mergers and acquisitions
Identifying and acquiring smaller firms with disruptive technologies, unique talent, or innovative business models that complement or enhance their existing capabilities.
Why it doesn’t work
This approach often fails due to cultural clashes, integration challenges, overvaluation, and a lack of strategic alignment with core business objectives.
Systemic punk solution
Separate Innovation Units & utilize unfair advantage
A dedicated team focuses on improving core products and operations for short-term gains. A separate, agile team works on disruptive innovations with a startup-like approach, free from corporate bureaucracy. Utilize unfair advantage by access to corporate assets like distribution channels.
Why it works
It allows the company to sustain existing operations while incubating transformative ideas without internal resistance. Collaboration with corporation from the start will significantly increase probability success.
Agile and Lean Experimentation
Adopt a fail-fast, iterative approach inspired by startups (Lean Startup Methodology), allowing rapid prototyping, testing, and pivoting.
Why it works
Minimizes risk and investment while learning from early failures.
“Rule of three” team
The team contains 3roles: 1.business(sales /marketing /strategy) 2.development 3.product. Partnersips with experienced business consultants backed by McKinsey, BCG; startup founders; experienced development team; collaboration with universities.
Why it works
It utilizes 20% of key roles responsible for 80% of success. It results in minimal costs, while the right combination of talent has the potential for exponential benefits to disrupt corporations when done correctly.
