Everyone knows that big cross-organizational change is difficult. This is particularly true for businesses looking to become fundamentally more entrepreneurial, the lean enterprises that create original market value as a repeatable core competency.
It isn’t enough for an organization to have isolated pockets of market-driven learning and response. The surrounding business processes for budgeting, design, deployment and training are just a few of the groups that impact the real-life agility of an agile technology team. Carving out creative ghettos like Innovation Labs is not much better. Such isolated small-scale efforts typically have limited impact on the broad fortunes of an organization.
To be creative at an enterprise level, the entire organization must be involved in the nimble pursuit of new opportunities. An Entrepreneurial Enterprise does this by leveraging learning loops throughout the business. At a macro level this manifests as a large loop designed to identify opportunities, build and test them, and then respond strategically to new performance insights.