Lean Startup and Corporate Innovation with Tendayi Viki, Author of Pirates in the Navy & The Corporate Startup

On this week's episode of Inside Outside Innovation, we sit down with the legendary Tendayi Viki. Tendayi is co-author of the book, The Corporate Startup. He's an Associate Partner at Strategizer and one of the major influencers in the world of lean startup and corporate innovation. On this episode, we explore the evolution of the lean startup movement, how corporations are developing the skills to compete and become more innovative, and we talk about Tendayi's brand new book called Pirates in the Navy.  Let's get started. Find the Interview transcript and more at insideoutside.io. Interview Transcript Brian Ardinger:  Inside Outside Innovation is the podcast that brings you the best and the brightest in the world of startups and innovation. I'm your host Brian Ardinger, founder of Inside Outside.IO, a provider of research events and consulting services that help innovators and entrepreneurs build better products, launch new ideas, and compete in a world of change and disruption. Each week we'll give you a front row seat to the latest thinking tools, tactics, and trends, and collaborative innovation. Let's get started.  Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger, and as always, we have another amazing guest. Today, all the way from across the pond in London, England, we have Tendayi Viki. Tendayi, welcome to the show.  Tendayi Viki: Thank you, Brian. It's a pleasure to be here.  Brian Ardinger: Hey, I'm excited to have you on the show. We had you out in Lincoln at the last IO Summit. For those folks out in the audience, that have not heard of you. He's an author, innovation consultant, Associate Partner at Strategizer. You're the coauthor of the book, The Corporate Startup, which took a lot of the Lean Startup stuff and applied it to big organizations. You've got a new book coming out called Pirates in the Navy, so I could go on and on, but welcome to the show.  Tendayi Viki: Thank you, man. Thank you. no, it’s an honor to be here.  And I had a lot of fun when I was in LIncoln. It was a fun conference and good people all in.  Brian Ardinger: Yeah.  I think I want to jump in. You've been in this space, this lean startup movement for a long time, and you really did open the door to a lot of this lean startup stuff that started in the startup world. I think applied it to bigger corporations, this whole innovation process, whether you're doing it in a startup or you're doing it in a bigger company, a lot of the same principles apply. What are the biggest challenges or changes that you've seen over the last decade of how this movement is evolved and what's gotten better? What's gotten worse in the whole process?  Tendayi Viki: Yeah, so it was a really interesting movement because it came out with an interesting philosophy, which is that one of the reasons why any innovation, either from a startup or from a large company, any innovation fails when people that are working on the innovations starts scaling their idea prematurely. Which means they start building the full product and launching it and investing a lot of resources and taking it to market before they really understand who the customer is. What the customer wants. How to reach that customer. How to earn from that customer repeatedly.  How to retain that customer. How to create value basically in a sustainable way. And also, how to deliver profits and whether customers are willing to pay. And how much they will have to pay. So that was the philosophy meeting, which was test your ideas before you scale them. The big challenge then became, well, we understand, we agree. How do we do that? And that's where the movement has been sort of incrementally building all the tools and resources you need to be able to do that work over the last year.  Brian Ardinger: Talk a little bit about now where you're at. A lot of the times at the early stages when I started consulting or you started consulting, you had to explain the process. You had to get into the weeds of why this was even important. What's changed from that perspective? It seems like people have at least heard of the movement and heard of some of the processes, but maybe they're doing it wrong or there's different assumptions that they've made about the process in the first place. What are some of the things that you're seeing that are challenging in today's world?  Tendayi Viki: Yeah, so I mean, it's not, it's not as hard as it used to be to convince leaders inside established, successful companies that they need to innovate. I think what's harder is getting them to change how they run their companies day-to-day because some of those processes are so calcified. It's so hard to break into those and have them change. I mean, one of the habits that companies have, for example, it's an annual budget cycle. Things that are on road maps that I executed against. You need to complete a five-year projection with a business case in order to get investments. Those are things that have been harder to break down. How do you have a conversation with the head of finance that they should invest in an idea, but that idea is not promising them any return. What is the sense of comfort that you can give them with that? You have to sort of take into them like a newer tool that was created to say, think about your investments as a portfolio of investments and think about your returns as returns from a portfolio rather than retrench from one idea. That's the way you allow these to fail, but these are concepts that are just emerging. That we're going to have the conversation with leaders around inside the company.  Brian Ardinger: I'm curious to get your insight into whether you think this problem should be tackled across the entire organization. Should it be siloed? We've heard experts in different areas tackle this from different sides with different areas of effectiveness. What's your thought on how innovation should be attacked from an organization perspective?  Tendayi Viki: So that's interesting, especially when you're talking about the Lean Startup Movement, right.  One of the problems we had at the beginning of our movement was being allowed to do the work.  How do we even get the space to be allowed to test ideas, run experiments, do Agile, Design Thinking? And so what we did was we fought really hard to get these spaces created for us because we needed to show that you can actually work this way. And now I think we have a different problem. I think the problem we have now is what we call the problem of success. If you are in a discussion of whether innovation should happen inside or outside your organization, you have to ask yourself a question. What happens when you find something that works? What happens when you find a business model that works? What happens when you find that idea that works and now you need light resources to scale. And you know what? I've heard people flippantly say, well, the company will just spin me out. Creating a spinout, it's actually more difficult. And requires much more leadership, attention, and legal and procurement than actually just scaling a product. And so even getting spun out requires some integration back into the company so that these decisions can be made. This decision of whether or not you should do it inside or outside the organization is whether or not if did you do it outside the ...