Big companies could be illustrated as a huge ship, sailing safely and navigating at all seas and in all weather conditions.
Sure, as such, it has huge advantages as size does matters. The ship has clear directions, the team is experienced and once it is on the move, it will reach its destination.
Working with startups I have identified a few gaps (comparing to large size corporations) which should be re-considered:
1. Creativity ownership and leadership – yes, we are all encouraged to be creative. Some of our time may be devoted just for that. Yet in a startup, it means doing much more than that. Employees could and should be inspired by making something from nothing regardless of their professional expertise, sales tech or other professional function. Thinking out of the pattern (or the box) is not always intuitive, but it sure creates excitement which is amazingly powerful. In some cases, one does not need to re-invent the wheel, but just re-think about something that did not work in the past, take the lead and do it differently. It can make the entire difference. They can ask me how…
2. The importance of information flow. There will always be information that isn’t shared in big companies. I am not speaking about confidential financial figures or strategy but rather processes which affect the organization and presented in the very last moment. This is common information which handled on a "need to know basis" till it is common knowledge. In most cases this is not an intentional corporate method, but the general perception is that the team are not always part of a "greater" cause. Sharing "unclassified" information can make great deal improving the sense of belonging.
3. From Human Resources to Talent Management – everyone is a talent today. Do we really manage talent properly? It may sound like a rhetorical question, but it is not. The talent management starts during the recruitment phase and should involve other talents from existing team (and not only hiring manager and HR function). Once on board, there should be a coherent synchronization between performance evaluation and individual growth plan. If it could also be linked to the team cause / roadmap / development strategy, it could intensify the success on individual as well as team levels.
The above reflects my ideas and opinions. It may make sense to some of you, but I can also assume that these words would probably fade along the sea trail generated by the big ships…
Just some food for thought.
Meir
Sure, as such, it has huge advantages as size does matters. The ship has clear directions, the team is experienced and once it is on the move, it will reach its destination.
Working with startups I have identified a few gaps (comparing to large size corporations) which should be re-considered:
1. Creativity ownership and leadership – yes, we are all encouraged to be creative. Some of our time may be devoted just for that. Yet in a startup, it means doing much more than that. Employees could and should be inspired by making something from nothing regardless of their professional expertise, sales tech or other professional function. Thinking out of the pattern (or the box) is not always intuitive, but it sure creates excitement which is amazingly powerful. In some cases, one does not need to re-invent the wheel, but just re-think about something that did not work in the past, take the lead and do it differently. It can make the entire difference. They can ask me how…
2. The importance of information flow. There will always be information that isn’t shared in big companies. I am not speaking about confidential financial figures or strategy but rather processes which affect the organization and presented in the very last moment. This is common information which handled on a "need to know basis" till it is common knowledge. In most cases this is not an intentional corporate method, but the general perception is that the team are not always part of a "greater" cause. Sharing "unclassified" information can make great deal improving the sense of belonging.
3. From Human Resources to Talent Management – everyone is a talent today. Do we really manage talent properly? It may sound like a rhetorical question, but it is not. The talent management starts during the recruitment phase and should involve other talents from existing team (and not only hiring manager and HR function). Once on board, there should be a coherent synchronization between performance evaluation and individual growth plan. If it could also be linked to the team cause / roadmap / development strategy, it could intensify the success on individual as well as team levels.
The above reflects my ideas and opinions. It may make sense to some of you, but I can also assume that these words would probably fade along the sea trail generated by the big ships…
Just some food for thought.
Meir
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