So far, it has been about the freedom of choice of innovators. However, this requires one thing: that the Innovator or the innovationTeam also feels personally responsible for the Innovation and regards them as his work. The company structure can not only offer financial incentives for this.

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Start-up teams must act autonomously

When it comes to creating innovations, large companies have a major disadvantage: their sluggish structures and long communication channels. Lean start-ups offer decisive advantages here.

However, StartUp teams need to be fully autonomous in order to develop and launch new products within their limited mandate. You must be able to design and execute experiments without having to seek approval from different parts of the organization.

StartUps should be cross-functional, i.e. made up of full-time representatives from all functional departments of the company Company put together who are involved in the development or introduction of the first products.

The brakes of the long way

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They must be empowered to develop and introduce market-ready products and services, not just prototypes.

A long way through the approval authorities slows down the construction trade fairThings to Learn-Feedback loop and affects both the learning process and ownership. Such obstacles should Startups be kept to a minimum.

Curb fears in the parent company

Understandably, the extent of this authority to act can trigger fears in the parent company. Containing these fears is one of the most important Objective the third requirement that should be met in a start-up.

However, autonomy presupposes self-responsibility. For this reason, entrepreneurs should have a personal interest in the outcome of their creative activities.

It depends on personal commitment

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In the case of autonomous new projects, this integration is usually achieved through stock options or other forms of capital participation. But personal interest does not always have to be financial.

This is especially true for non-profit or governmental organizations with no primary profit-oriented objectives. And that is exactly what the next and last part of our series is all about.

"I had more to lose than others"

An entrepreneur, who led his own division in a large media group, once told me:

“Aside from the financial incentive mechanisms, I've always felt like I could do more verlieren and had to prove it than others because my name was on the office door. This sense of personal responsibility should not be underestimated.”

Are bonus systems useful?

For this reason, it has been proven in many companies to create incentive systems for innovating, through which innovators and innovation teams develop a personal interest in the company's success

If this is a bonus system, eg by shares, used, one should consider the largest incentive mechanisms in the long term Performance connect to the new innovation.

The Toyota system

For example, the parent organization can make it clear who is considered the originator of the innovation and ensure that they have credit for launching a new product – if it does successfully at a hunt.

This success recipe has also proven itself in profit-oriented companies. At Toyota, the manager responsible for the development of the new car models carries the title shusa or chief engineer:

The vehicle is the work of the chief engineer

Shusa is used to designate important project managers in US literature, but this designation is attributed to his role as a leader Head not fair to the design team.

The Toyota employees call him chief engineer and the vehicle under development is considered his work. We have been assured that the Shusa will have the last word on the decision about every single aspect of automotive development.

Unclear reward systems do not help

There is a reputable one Technology- Company that is said to have an innovative culture, but upon closer inspection the list of innovative products is disappointing.

The company proudly displays an internal reward system that relies on substantial financial and status gains for employees with outstanding performance; Nobody knows who might be considered by the management.

Little desire for risk

There is no objective criteria that teams can use to judge whether they have hit the jackpot in this popular lottery. There is little hope that they will be able to survive in the long term recognition which is due to them as the originator of an innovation.

Consequently, they are seldom motivated to enter Risks enter into, and focus their Energy prefer to work on projects before the Eyes of the management can exist.


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