“We have a startup ethos,” proclaimed the manager of a huge organisation funded by the government.
It was the third time this month I’d heard about a “start up ethos” from managers of ventures backed by government or corporate money and it’s interesting that this thinking like a cash hungry startup has become a badge of honour among those who have never really lived or worked that way.
At a time when we’re glorifying twenty something entrepreneurs it’s understandable a middle aged manager of a large, conservative and bureaucratic business might want to grab some of that glamour.
Where does this idea of being a start up take an organisation that is anything but entrepreneurial?
The entrepreneur myth
Right now we’re obsessed with the cult of the entrepreneur; many people are getting rich on selling the idea if liberate yourself from the corporate cubicle and buy your doughnut franchise then in a few years time you’ll be sipping daiquiris with Richard Branson on his private island.
For most of us, the tough reality of a building a new business is we are going to work very hard and the odds are stacked against us succeeding; that’s the risk-reward equation that underpins the free market economy – you take the risks and if you’re successful you reap the rewards.
Many people though don’t have the appetite for taking those risks; they are happy working for a wage, paying off a mortgage and getting a nice safe pension at the end of their career. There’s nothing wrong with that.
Similarly, the majority of business people have no desire to be the next Richard Branson – most are quite happy for their doughtnut franchise, computer repair company or dog walking service to create a decent living and saving for their family. If the business is worth a few bob when they retire that’s a bonus.
Bureaucrats matter
The success or otherwise of a society depends upon the mix of established institutions and the ability of entrepreneurs to realise new ideas, take the balance too far either way and you have either an inflexible or unstable economy.
Bureaucratic managers, their processes and their established procedures have their role in a modern society, as do the risk takers, the business buccaneers and even the snake oil merchants selling dodgy ideas to frustrated corporate employees.
The danger of business delusions
Misunderstanding who, or what, you and your organisation fits into this spectrum is a risk in itself; the manager of a big corporation or government agency who thinks they can pivot a business the way a start up can, is probably risking their own career and by falling for the romance peddled by snake oil merchants they are risking their savings.
Similarly the small business or real entrepreneur that acts like a government department is probably squandering their market advantages by being slow and unresponsive.
In many ways, seeing a manager in a big corporate environment indulging in Walter Mitty like fantasies of running a start up is somewhat touching – the real danger for those bigger organisations is when their leaders start believing they are something they aren’t.
Romantic delusions are never a good asset when managing a business.
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