New to Big audiobook cover - How Companies Can Create Like Entrepreneurs, Invest Like VCs, and Install a Permanent Operating System for Growth

New to Big

How Companies Can Create Like Entrepreneurs, Invest Like VCs, and Install a Permanent Operating System for Growth

David Kidder, Christina Wallace

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Categories:
Management & LeadershipEntrepreneurshipMoney & Investments

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Key Takeaways from New to Big

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Mind Map

New to Big
The Innovation Crisis+
The Start-up Mindset+
TAP vs. TAM Framework+
Agile Market Research+
Productive Failure+
The Innovation Team+
Financing Intelligent Risk+
Actionable Advice+

Quiz — Test Your Understanding

Question 1 of 8
According to the book, what caused American mega-corporations to stop innovating and growing in the mid-twentieth century?
  • A. They lacked the technological advancements necessary to develop new products.
  • B. They became obsessed with appeasing shareholders and focused on cutting expenditures rather than serving customer needs.
  • C. They faced overly strict government regulations that stifled their ability to expand into new markets.
  • D. They focused too much on expanding internationally, neglecting their core domestic customers.
Question 2 of 8
What is the primary driver of innovation for modern start-ups like Facebook and Deliveroo?
  • A. Identifying and solving a specific customer 'pain point' or 'friction point'.
  • B. Capturing a larger market share of an already established industry.
  • C. Tweaking existing products to incrementally reduce manufacturing costs.
  • D. Maximizing short-term quarterly returns to attract venture capital.
Question 3 of 8
When Satya Nadella took over as CEO of Microsoft, what did he identify as the new 'leading indicator of success'?
  • A. Double-digit profit margins
  • B. Market share dominance
  • C. Customer love
  • D. Quarterly revenue growth
Question 4 of 8
What is the fundamental difference between the Total Addressable Market (TAM) model and the Total Addressable Problem (TAP) model?
  • A. TAM focuses on long-term exponential growth, while TAP focuses on short-term financial success.
  • B. TAM is used exclusively by start-ups, while TAP is the traditional framework for established corporations.
  • C. TAM fights for market share in known markets, while TAP uncovers untouched markets by solving brand-new customer problems.
  • D. TAM focuses on discovering new customer needs, while TAP focuses on dominating existing competitors.
Question 5 of 8
How does a company with a 'growth mind-set' conduct market research differently than a traditional company?
  • A. They rely solely on focus groups to dictate which features should be added to a product.
  • B. They avoid direct customer contact until the product is fully developed to prevent idea theft.
  • C. They survey existing customers primarily to find out how to incrementally improve current products.
  • D. They observe what customers actually do and ask for immediate commitment, rather than just listening to what they say.
Question 6 of 8
What lesson do the inventions of WD-40 and Bubble Wrap teach corporate executives?
  • A. True innovation requires massive upfront capital investment to succeed.
  • B. Companies must embrace 'productive failure' and be willing to learn from mistakes and accidents.
  • C. Products initially designed for the industrial sector usually fail in the consumer market.
  • D. Innovation is rarely accidental and requires strict adherence to an original business plan.
Question 7 of 8
When assembling a team to implement the 'New to Big' philosophy, what type of individuals should a company seek out?
  • A. The highest-performing executives who excel in the traditional corporate structure.
  • B. Highly competitive individuals who prioritize personal success and winning over collaboration.
  • C. Adaptable, curious, and humble iconoclasts who are passionate about experimentation.
  • D. Employees who strictly follow tried-and-tested processes and avoid taking risks.
Question 8 of 8
What is the primary function of a 'Growth Board' within an established company?
  • A. To de-risk innovation by investing small amounts initially and increasing funding only as a project proves successful.
  • B. To allocate large, annual budgets to a single, promising project to ensure it has the resources to succeed.
  • C. To oversee the company's traditional stock portfolio and maximize shareholder dividends.
  • D. To identify underperforming departments and streamline corporate expenditures to boost profit margins.

New to Big — Full Chapter Overview

New to Big Summary & Overview

New to Big (2019) maps out how established companies can install a supercharged growth model at the heart of their enterprise. By adopting the structure of new start-ups or first-time entrepreneurs, they can fend off stagnation, reignite their creative flair and innovate to solve the problems of the future.

Who Should Listen to New to Big?

  • CEOs of big organizations facing stagnation
  • Budding innovators looking to save their companies
  • Business journalists seeking to understand the corporate world

About the Author: David Kidder, Christina Wallace

David Kidder is an author, speaker and entrepreneur who co-founded the advertising software company Clickable. He is currently CEO of Bionic, which seeks to embed growth mind-sets in the world’s largest enterprises. Christina Wallace is a serial entrepreneur, the Vice President of Growth at Bionic and the co-host of The Limit Does Not Exist, a Forbes podcast focused on the intersection of STEM education and the arts.

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