Big Businesses Imitate Small Business Practices

Businesses today have needs that are far different from those of the past. Today, a prudent company values rapidity, resilience, and elasticity. Startups are the paragon of today’s moving markets, standing as a clear indicator of the direction (present and future) of business as a whole. Processes are no longer cumbersome and lethargic to change; they are constantly being tinkered to match the speed of the booming cyber industries that involve unprecedented speeds of communication and data exchange. The most important and integral intellectual capacity of a startup is its implicit pledge to think differently from traditional and growingly obsolete method of conduct. So the question is, how do larger, more traditional businesses imitate the practices of startups to think differently—practices that will contribute to faster and more fruitful activity?

A startup cannot be unidimensionally defined by its product; it is the attitude toward and behind the presentation of the product that truly puts a startup ahead of its competitors—its culture. A startup breathes creativity, taking in a conscious assessment of circumstances and exhaling unique innovative ideas based on temporal figures. When people are given more opportunity, they produce more ideas. Any one new idea sparks a chain of thoughts and contributions that build upon a scaffold of risk-taking intuition.

One method isSusie Almaeih quite simple. Big businesses simply need to devote more resources to the advancement of technologies they use. Startups are in sync with the moving market, and refresh their awareness of new products available for improving the pace or quality of work. While big businesses may enjoy a larger arsenal of firepower, startups are more adaptable to momentary changes through their continually changing repertory of assets. They simply stay up to date by dedicating part of their time to gaining understanding of new and improving technologies.

Another way businesses can increase flexibility is to allow employees to work from home. If employee satisfaction isn’t a convincing statistic, one should note the increased physical flexibility that entails. Remote-work gives individuals the power to schedule their work hours according to their personal productivity levels. With easier access to data and communication among employees and customers, people can do more without being anchored to their office spaces.

The startup is the gold standard for innovative business practice. Their flexibility, elasticity, and open-mindedness give them an advantage over big businesses that get bogged down on bureaucratic limitations. A business seeking to improve its connectivity and relativity to the modern world should consider learning about startup culture.

Why Startups Work

Susie AlmaneihThere’s no doubting the positively correlative relationship between the development of startup companies and the openness and flexibility of the market. As information becomes more readily available and easier to exchange, people have greater potential for creation resting at their feet and in the palms of their hands. Whereas traditional and ordinarily large enterprises sought to maximize profits through campaigns based upon working harder, startups resonate more naturally with the fast-paced flow of society, encouraging smarter work—efficiency that doesn’t rely plainly on time in the office or hours spent on a project, but rather on innovative ways around traditionally bulky formulae. Big corporations are slowed by sheer size and the implicit bureaucracy of complicated, multilevel organization. When every day witnesses some form of innovation (and the voracity for ceaseless improvement) there isn’t time to waste. Big businesses should do what they can to familiarize themselves with the aspects of startups that make them fit so well in the financial realm that thrives today. In fact, a trend of many big businesses is exactly that: to reorganize internally in order to mimic strategies of startups.

One example of a big company that has crafted a workplace atmosphere similar to that of a startup is Pixar. Whereas many large companies are inclined to stasis and suffocating pigeonholing, Pixar limits specialization by encouraging group efforts on a wide range of skills from analytical strategizing to creative marketing. Staff members, all offering a different perspective and skill set, come together to work on the same project in smaller, more agile groups. While the process is novel and atypical for a top corporation, the innovative willingness to take risks is a defining element evokes the unpredictable charm of startups.

The advantages of disintegration of a static hierarchy are many, but perhaps the most obvious is mobility. Companies can gain awareness of and quash competition as it arises if internal flexibility and adaptability is high. A company that takes time to scale hierarchical ladders for unnecessary authoritative decisions wastes time that could be spent gathering feedback, pivoting, reevaluating, and recreating.