Scope Creep. Major threat to the perceived new business ventures within corporate organisations. A couple of common added expectations your new venture is unlikely to fulfill: - Create a new company culture that trickles back into the mother organisation. - Create new and more effective operational models which can be successfully implemented across the corporation. Launching a new venture is highly unlikely to solve issues of efficiency, org structure or culture within the corporation. A parent does not copy its baby. The other way around is more frequent.
The worldwide merger between the telecommunications and entertainment industries continues at pace. Makes perfect sense for consumers. But how to manage the considerable differences in culture, operations and fiscal management is often overlooked. Telco is essentialy a push industry, wheras media is traditionally a pull operation. Telco is fiscally based on long range, long lead time capital investments, whereas media is based on short term return on high risk external investments in content. This creates cultural, operational and fiscal tension, which is often underestimated.
A major difficulty in digital business diversification is the change of purpose for C-level corporate management as portfolio management replaces hands on management. This is often overlooked- no one dares to tell C-level management "your jobs will change and this is how". The root cause is how difficult we find it to trust. Changing from managing a business discipline, largely concerning yourself with the "how" to someone trusting others to manage and focus yourself on the "what" requires a lot of faith in others. But with honest communication and guidance it can be done. And when it is it sets a great example for the entire organisation.
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