A Silicon Valley entrepreneur shares how to build startup speed inside large companies. The key: give teams autonomy, manage resources carefully, and create the feeling of being small even when you're part of something massive.
So some of the things that you get when you're big that you don't get in a startup are things like a help desk and administrative assistance, things that we actually appreciate. But the big advantage of being big is resources. Being able to, at the drop of a dime, tap resources around the globe to add them to your client team and help solve a really complex problem. That's what you can do when you're big. But big is not always the best. I think that you have to make big small to be able to drive entrepreneurship and innovation. So find a way to make this kind of an organization, turn it into bite sized pieces. And what I'm going to do today is walk you through four examples of ways that we've made big small. And you could use this analogy or these same type of examples inside of other organizations. But I know my organization, so I'll use my examples of making big small and driving innovation in a large organization. And I'll start with my own example. So Tina mentioned that I run our Silicon Valley practice and I've been doing that for about two and a half years. When I run that practice, it's like running a small business inside though of a very large business. But I have a lot of autonomy to run the practice the way it needs to be run to serve the technology market, you know, 30 miles away from here. So a couple of things I'm trying to do, double the size of our practice from 600 people to 1200 people. So that's a lot of headcount to add. Drive our market share into the tech companies to a greater extent, build a research and thought leadership center, which I'll talk about in a minute, and deliver a 30% return on investment back to the bigger firm from the efforts in Silicon Valley. So just like a regular business or a business unit. So I do the same kind of things that you would do in any other business. I formed my team, we developed our strategies, our tactics, put together some metrics so that we would know whether we were making progress and being successful. We built a recruiting organization and an onboarding process so we could onboard 600 people. That's a lot of people and so forth. Lots of the same things you would do in a regular business so you can be small inside of big. And that's just one example.
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