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LARGE COMPANIES ADAPT, YOELIS MORRON GONZALEZ - Coggle Diagram
LARGE COMPANIES ADAPT
ZAPOOS-Zapping With Boredness
It took only eight years for zappos, which started out selling shoes online in 1999, reaching a billion dollars annual sales.
Add to that list the fact Zappos employees answer 5,000 calls a month and 1,200 emails a week (and even more during the holiday season, when the frequency of calls increases significantly).
50% of a new trial hire´s review is about their fit into the company culture.
Instead of conducting performance reviews, Zappos managers conduct cultural assessments [Scorecards].
In December 2013, CEO Tony Hsieh took the approach of Holocracy and revolutionized the organization of 1,500 people converting it to full autonomy.
With the success of this hiring process, appos may wel revolutionize the coporate HR task.
For all these reasons, Zappos score highly on its ExO diagnosis.
ING DIRECT CANADA (Now Tangerine)-Banking Autonomy
Originally part of the ING Group, based in the Netheriands, ING Direct Canada was founded in April 1197 by Arkadi Kuhulmann.
Kuhulmann established ING Direct Canada with the PTM "Save Your Money" and added three key complentary values: Simplify, Challenge, be the Good One.
In 2008, Petter Aceto became CEO of ING Direct Canada and continued what Arkady had started. In fact, After a year in that position, he took the example of Philip Rosedale and had his employees vote on whether or not he should remain CEO.
ING Direct opened four "cafes" (a term ING prefers to branch offices) in different parts of Canada.
A combination of actual accountability (the company´s chief risk officer has regulatory responsibility) and a flexible workforce gives the organization the best of both worlds
AMAZON- freeing The jungle From The "No"
Along with the many ExO attributes that Amazon has implemented, the company has also graciously accepted the ease with which anyone in a large company can say no.
Here´s how it works: if you´re a director at Amazon and a subordinate comes to you with a great idea, your deault answer should be YES.
Apart from the fact that Amazon has built ExO on its borders (such as AWS), it also has the courage to cannibalize its own products (for example, Kindle).
To improve the culture of customer service through Amazon (Zappos´s PTM is, after all, Provide the Best Possible Customer Service) and help implement the autonomy.
GENERAL ELECTRIC- General Excellence
General Electric was quick to notice the enormous potential of the new crowdsourcing model for the development of product.
Out of total a 1,500 ideas, the Quirky community selected as a flagship product to milkmaid, a smart container that alerts users when milk begins to spoil or to end.
Ge, which invested $30 million in Quirky, chose open your patents to accelerate the creation of new innovative products.
In February 2014, GE extended its ExO initiatives still further by announcing a partnership with Local Motors to launch a new manufacturing model called First Build.
In conjunction with Alaska Airlines, GE will provide another One more example of using ExO partnerships to leverage Engagement.
GE is a perfect example of how a large organization can take advantage of exponential startups such as Kaggle, Quirk, Local motors and TechShop to extend itself beyond your own scale and the boundaries of your organization.
HAIER - Higuer and Higuer
Theoughout the investigation they found several large companies that are successfully implementing ExO principles in non-English speaking venues.
Key phases that large organizations must go through reinvent their cultures:
Buid quality.
Reduce distance with the client.
Reengineer the business process.
To diversify.
These units have several fascinating features:
-Employees can change work units.
-Each unit has profit and Loss Statement and team members share benefits, have their own incentives based on their performance and receive remuneration based on their performance.
-Employees who work in front of the public enjoy total flexibility and freedom in your decision making.
-Rather than follwing orders from the company, the team´s primary responsibility is to increase demand for the customer.
-Anyone can propose new products, which receive votes from employees, suppliers and also of clients, who collectively determine which projects receive funds [Experimentation, Community and Evironment].
-Whoever proposes a winning idea becomes the leader of the unit, with the power to recruit team members from across the organization.
-Every quarter, each team has the opportunity to vote to remove its leader from his position [Autonomy].
THE GUARDIAN- Saving Jounalism.
As consumers moved away from print publications in favor of ther internet and other media, communication, the business model of traditional newspapers has not been translated to the online world.
The Guardian has institutionalized crowdsourcing, of investigative journalism and has used that approach successfully repeatedly, even after obtaining documents Sarah Palin´s public views during her time as governor from Alaska.
These are some initiatives of the newspaper:
-Investigative Journalism for the Millions of Cables from WikiLeaks fully funded by crowdsourcing [Community and Environment].
-Developers offered an open API to the web of the newspaper so they could take advantage of ontent in the [Algorithms] website.
-In 2007, The Guardian offered a free platform blogging for thought leaders and created online forums and discussion groups [Community and Environment].
The COCA-COLA Company The - Exponential POP.
It is particulary vulnerable in this era of ExOs, given that the company owns vast assets and has 130,000 employees.
To develop in this startup philosophy, Coca-Cola is working with Steve Blank and Erick Ries to implement their Lean Startup philosophy across the corpation [Experimentation].
Coca-Cola´s corporate innovation is not so much about the success of any individual internal startup, but about the sustainability or repeatability of the innovation business model itself.
Bridgewater- Burning bridges.
One such company is the hedge fund Bridgewater Associates, which advocates radical transparency in an attempt to achieve a culture of ultra-honesty, free from negative traits.
Every conversation, phone call, or meeting at Bridgewater is reorded and made available to all employees, who are encouraged to challenge anyone at the company.
Employees subject to the largst number of attacks receive lower bonuses.
Growing Witch The Environment
In December 2013, Jeremiah Owyang, a strategis from social media, launched an industry group called Croed Companies.
Today, one hundred and twenty business leaders and thirty-four Fortune 500 companies are members of the Crowd Companies board, and according to Owyang, more than eighty global brands have experimented witch these techniques.
Whatever its name ultimately, it is clear that ExO attributes can and are implemented by large organizations. In fact, as we wrote this book, we were surprised to see how quickly the implementation was happening.
Over the past four years, Juan Manuel Rowland of Azteca (Mexico), the largest Latino television studio, has been transforming Azteca´s approach to digital content.
They will experience tremendous pressure to adapt and will ultimately be held accountable for the results. It is to this group of people, therefore, thet dedicate our final chapter.
XIAOMI-Showing You and Me
Lei jun, one of the founders, is considered the version Steve Jobs china.
Xiaomi offers an Apple Smartphone experience with the development of software, speed and processes of the Android Google, and all a low cost.
Xiaomi has an extremely flat structure that consists of the grassroots founders, department, leaders, and around 4,300 employees.
A big difference relative to Apple is how extensively Xiaomi takes advantage of its ecosystem [Community and Environment].
GOOGLE VENTURES- The Almost Perfect ExO.
Google ventures has invested in more than 225 companies of the portfolio, spanning all phases and all industry sectors, including rising stars such as Uber, Nest, 23andMe, Cloudera, Optimizely, Tuneln, Homejoy and High Fidelity.
It is important to note that data informs but does not decide. Like most Venture capital firms, Google Ventures invests in people rather than products.
Google Ventures has already completed more than twenty exits successful, with returns that far exceed the market average for venture capital funds.
Google Ventures is able to embrace the existence of competition, putting the company firmly on the disruptive side of Clayton Christensen´s "innovator´s dilemma".
In March 2009, Bill Maris launched Google Ventures, the Google´s own corporate venture capital fund, with a commitment of $100 million of capital.
YOELIS MORRON GONZALEZ