{"id":2700,"date":"2018-10-22T08:40:10","date_gmt":"2018-10-22T08:40:10","guid":{"rendered":"https:\/\/innovationlab.net\/?p=2700"},"modified":"2018-10-22T08:42:35","modified_gmt":"2018-10-22T08:42:35","slug":"stay-small-stay-relevant","status":"publish","type":"post","link":"https:\/\/innovationlab.dk\/blog\/stay-small-stay-relevant\/","title":{"rendered":"STAY small. STAY RELEVANT."},"content":{"rendered":"

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Both privately and professionally, we possess more square<\/a> meters with fewer people per dwelling<\/a> and own<\/a> more<\/a> stuff that we choose from an almost exponentially growing<\/a> number of products<\/a> and services. People will even cut back on necessities to preserve luxury<\/a>. We are truly shaped by habits and expectations, which we mirror from other people and organizations thus making the digitally created abundance harder to handle than the industrial scarcity of the 20th century.<\/p>\n\n <\/div>[\/vc_column][\/vc_row][vc_row][vc_column]

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We don\u2019t have inbuilt mechanisms to step down consumption, even in the best interest of our own physical health.<\/p>\n Carol Worthman, Emory University<\/cite>\n <\/blockquote>\n <\/div>[\/vc_column][\/vc_row][vc_row][vc_column]

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If we can\u2019t regulate consumption in our private lives, how are we supposed to do it professionally with almost everything readily available?<\/p>\n

This tendency of believing in big is linked to the human and organizational bias of overestimating the value of big things. Throughout history, trusting big things and consolidating families, cities and organizations made sense when we faced famine, wars, and natural catastrophes. Today, large organizations are trying to cope with globalization and digitalization by pouring what seems to be disproportionate amounts of resources into fewer large innovation projects. What is meant as an attempt to de-risk concept development and product launches have the exact opposite effect, thus making many large organizations behave like giant forks in a world of soup.<\/p>\n

Unfortunately, organizations approach innovation and digitalization like they are drinking from a fire hose – they think getting a lot fast is the way. Fast is good, everything fast is not.<\/p>\n\n <\/div>[\/vc_column][\/vc_row][vc_row][vc_column]

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Clearly, R&D spending depends on industry and lifecycle stage of the organizations but it does not correlate with innovation and business performance<\/a>. Today, lead times are longer, complexity is higher and resources are more concentrated than ever so new design principles are needed.<\/p>\n

At Sputnik5 we believe in SMALL to be a core design principle as the smart inbuilt organizational mechanism for getting the right things done fast in innovation. By small, we mean that large organizations should:<\/p>\n\n <\/div>[\/vc_column][\/vc_row][vc_row][vc_column]

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