Product Engineering

This is a new type of engineering portal. We are keen to experiment this as being a living on-line book with interactivity. The interactivity here means that feel free to ask questions from us, and comment the posts. The target is to be an independent, non-vendor-biased place for various topics. As engineering is a wide topic, we have split it into competence domains. Pls have a look!

Engineering Domain

This is a new type of engineering portal. We are keen to experiment this as being a living on-line book with interactivity.

The cookbook on Successful Internal Startups

So it has been a while perfecting the next book. It does not sound very much if you haven't ever written a book. But let me assure you that it takes many months from the point in time, when you have all the text and pictures together. The book is called The cookbook on Successful Internal Startups. It is free, so don't worry. Stay tuned!

Jukka Märijärvi

Jukka Märijärvi is seasoned SW industry veteran who has held several director level jobs in Nokia Device and Networks businesses. He has also co-authored the Finland's most used Software Engineering book. Jukka focuses on coaching industry leaders on what to do and how to do it efficiently.

Landon Oy

Landon Oy provides top notch consulting on Product Creation Front-End - Requirements Management, Portfolio Management, and System Design. We and our partner companies provide you solutions from business and operative practices distillation all the way to the IT-tools needed to run a successful and a highly competitive operation.

Internal start-ups are an interesting new possibility where the well known start-up concept is transferred into corporate setting. Why would you do it?

First of all, many bigger corporations have the problem that how to keep innovation culture virile enough and on people's agenda. Many have corporate innovation tools where ideas are collected and then further processed. Based on my experience this process needs constant re-vitalization to keep active enough. It somehow needs additional elements to succeed.

Another reason is that corporations are built to efficiently doing the same it has done before, yet only faster or with better quality etc. Innovations often are (or perhaps even should be) disruptive, which means that by nature the organization will oppose this new idea. By taking a start-up type approach will keep the initiative separate from corporate politics, red-tape and internal competition. 

Growth is the third reason. If corporations are able to pull it off in a "real start-up" fashion - this new idea will bring new customers, markets and sales. Why would anyone oppose growth? Growth also brings in valuation questions, and which company would not like to be evaluated as a growth company with matching stock prices.

Internal start-up should have the freedom from the rest of the organization but still be integrated into the corporation. Freedom is needed for quick execution and market trials and re-focusing based on the feedback. But corporations have a lot of assets and competencies which will come handy during the process. For example legal, pre-production etc services are just a call away. 

Why then not just invest on a new start-up? Internal start-up is most likely best instrument if a corporation wants to try out new things, but where the new things are clearly fitting to the corporate vision and strategy.  Those cases are not external, but create possibly the core of the future business. So it is better to keep the lid on just long enough.

Do you have any thoughts on the topic, or have you perhaps tried internal start-ups in your company?

You can download our book for free! No registration needed.

Just google "the cookbook for successful internal startups"