Building new businesses: How incumbents use their advantages to accelerate growth
创立新业务：在职者如何利用其优势加速增长
December 2019 | Article
2019年12月|文章
For large companies, building new businesses is essential for growth and reinvention. The key to success? Combining the strengths of an incumbent with the agility of a start-up.
对于大公司来说，建立新的业务对增长和再创新至关重要。成功的关键？将现任者的优势与初创企业的灵活性结合起来。
With each passing day, established companies encounter valuable opportunities to grow and innovate—along with intense competition, which has made it harder than ever to stay on top. The companies listed on the S&P 500 index have an average age of 22 years, down from 61 years in 1958. One factor that sets winners apart is their ability to build successful new businesses repeatedly. According to our research, six of the world’s ten largest companies might be called serial business builders, having launched at least five new businesses during the past 20 years, and two more of the ten have built sizable new businesses.
随着竞争的日益激烈，老牌公司面临着宝贵的成长和创新机会，这使得它们比以往任何时候都更难保持领先地位。标普500指数所列公司的平均年龄为22岁，低于1958年的61岁。使胜利者与众不同的一个因素是他们有能力反复建立成功的新业务。根据我们的研究，全球十大公司中有六家可能被称为“串行业务建设者”，在过去20年里，他们至少推出了五项新业务，另外十家公司中又有两家建立了规模可观的新业务。
This isn’t a coincidence. Established companies possess talent, funds, market insights, intellectual property, data, and other assets that can give their new businesses a decisive edge over stand-alone start-ups. Providing access to an existing customer base, for example, can lower the cost of acquiring customers and speed their uptake, thereby putting the new business on a faster growth trajectory. When established companies develop the ability to integrate their assets with tech-enabled business models, they can continually generate new businesses.
这不是巧合。老牌公司拥有人才、资金、市场洞察力、知识产权、数据和其他资产，这些资产可以使他们的新业务比独立的初创企业具有决定性的优势。例如，提供对现有客户基础的访问可以降低获取客户的成本并加快其吸收速度，从而使新业务增长更快。当老牌公司开发出将其资产与技术支持的商业模式相结合的能力时，它们就可以不断地产生新的业务。
Doing so well requires four elements: strong CEO sponsorship, carefully structured relationships between the parent company and its ventures, the discipline to fund new businesses as they test and validate their ideas, and a skillful business-building team. In this article—based on our experience in leading more than 200 business builds in a range of sectors, including banking, insurance, oil and gas, retail, and telecommunications—we offer a look at how an incumbent can learn to build businesses that combine its strengths with a start-up’s flexibility and pace.
要做到这一点，需要四个要素：强有力的首席执行官赞助、母公司与其风险企业之间精心构建的关系、在新企业测试和验证其想法时为其提供资金的纪律，以及一个熟练的业务建设团队。在这篇文章中，基于我们在超过200个业务领域的领导经验，包括银行业、保险业、石油和天然气、零售业和电信业，我们提供了一个关于在职者如何学习如何将企业的优势与创业者的灵活性和步伐结合起来的企业。