In a standard start-up success story, an entrepreneur assesses a market dominated by large incumbents, identifies a key opportunity they have all overlooked and attacks that inefficiency with a new product that no large company would have dreamed of. The new entry doesn’t just meet an under-served need, it transforms the entire industry almost overnight.
When Honda shifted Fujino from its sprawling automotive division to a tiny, then-secret aviation R&D group, he saw the potential to be create something new."My career objective was to create a concept for an airplane and design and sell it by myself," Fujino told Forbes in a 2015 interview. The trick isn’t to convince the CEO of a conglomerate to become an edgy thrillseeker. Instead, the job of the internal innovator is to communicate a bigger picture to leadership in a way that acknowledges their command over the present and shows them the path ahead. “The management of your company may be very good at their business without understanding innovative ideas created by new generations,” Fujino says. “You need to help them understand the future.
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