Chief Alchemist - Business Consulting For The 21st Century Via A Holistic & Intelligent Approach
Share RSS 2.0 feed for Sign up for the mailing list. Follow Chief Alchemist on Twitter. 'Like' the Chief Alchemist's page on Facebook. See what Chief Alchemist has been Q&A'ing on Quora. Chief Alchemist bookmarks & highlights on Follow the Chief Alchemist on Chief Alchemist channel on Chief Alchemist on Flickr. Mark 'Chief Alchemist' Simchock on LinkedIn. Free Initial Consultation. Email Chief Alchemist. Phone Chief Alchemist.
  • Mark ‘Chief Alchemist’ Simchock
  • 'Email me.Email => ca .at. ChiefAlchemist .dot. com
  • 'Phone me.Alchemy United => 732 997-0028
  • Free initial consultation.Free => Initial Consultation
  • Please be sure to subscribe to your communication channels of choice.
  • Click To Close => The small green (consultation), red (email) or blue (phone) icons in the top upper right.
Business Consulting For The 21st Century Via A Holistic & Intelligent Approach

Does Goliath really stand a chance?

Consumed => “Why Innovation Dies” by Steve Blank on Forbes.

=> My value add (i.e., left a comment)…

“My bet is that there will be more people involved in this schools Strategy Committee then in the startups that find the solution.”

While this might be true, I have to wonder how many people are in the total number of startups addressing the issue and actively seeking disruption. Chances are a company of one is going to be quicker and more accepting of risk than a group of two, of two more agile than of three and so on. If the current playing field favors speed and lean, does Goliath really stand a chance?

Of course as the body count – oops, I meant head count – increases there’s the constraining psychological contribution of group think. A group – any group – develops a culture. The basis of a culture is an agreement on accepted standards and behaviors (i.e., the status quo). However, as we all agree, today’s standards can morph into tomorrow’s tunnel vision and/or a comfort zone riddled with blind spots. But how does one stop a culture from taking it’s natural path? Certainly it’s more than just a memo?

Traditional – and in the current climate a university is about as traditional as it gets – larger cultures (i.e., organizations) by definition come with baggage. Perhaps it’s not a question of too big to fail, but too big to succeed? While the theory of prescribing a mountain to act like an ant hill is entertaining, the reality is – try as you might – it might not be possible. Unless of course you disrupt the culture itself. But that’s probably another memo for another day, yes?

Will not be published. Required.
Please include http://