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How to systematically ensure that disruptive businesses are brought to market?
In 2020, following a collaboration with Stim, the construction of the "innovation machine" was initiated in the Innovation Department of one of the largest European banking groups. This machine allows them to imagine disruptive businesses, in line with the Group's strategic plan.
If the foundations for the design, testing and validation of new businesses are operational today, the objective now is to give this branch of this banking group the strategic capacity to launch disruptive businesses in a systematic and much faster way than at the time being.
This is because the innovation team has grown frustrated with the performance of the new businesses launched so far. Although M&A has led to several market successes, it is proving to be costly, risky and insufficient. At the same time, attempts to introduce new businesses internally have not yielded convincing results, as the businesses are often " blocked " by the company's processes or even " killed " before their launch.
The challenge for Stim is, therefore, to build the capacity to "industrialise" the commercialisation and scaling up of high-potential disruptive businesses.
Our solution
Create the strategic capacity to launch the most disruptive businesses successfully
Step 1: Define the most appropriate landing zones for the business to be launched
After a dozen interviews with operational and strategic teams and former new business leaders, we have identified the key learnings, good practices and three internal limiting factors that hinder the launch of disruptive businesses. A risk-averse culture, unsuitable technical assets and limited involvement of the top management prevent the launch of these new disruptive businesses.
We have therefore examined in detail 7 landing zones that make it possible to overcome these limiting factors (internal squad, Emerging Business Unit, Task Force, Acquisition, Spin-off, Joint Venture and Startup studio).
We then built a decision support tool to prioritise the landing zone(s) best suited to the characteristics of the new businesses (market potential, associated risk, strategic ambition, adherence to the organisation, ...).
Step 2: Taking a new business to the market
The next phase of the collaboration will consist of prioritising a disruptive business that the branch would not be able to launch themselves, and building the right landing zone for this business by relying on the tools developed and the Stim partner ecosystem.
