Large Corporations with Startup Agility: Is It Possible?

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The search for this answer was the theme of the first Café com VOCÊ RH of the year, in São Paulo
Ride-sharing is as old as the invention of the car, but Uber was only created in 2009, arrived in Brazil in 2014 and shook up the taxi market, which reigned supreme. Likewise, hosting someone in your home philippines phone number list been around since the first houses were built, but Airbnb was only born in 2008, arrived in the country in 2012 and swept the hotel market. These innovations emerged and spread throughout the world in less than a decade — and are already the target of other innovations that could easily destroy them.

In the Votorantim industrial complex, ten times older than Uber and Airbnb, digital transformation , also known as “the executives’ nightmare”, has been discussed, discussed and dissected for two years. “We have identified that many of our businesses are at risk of being replaced by others, and this threat could come from a startup with ten people who have the ability to discover an excellent substitute for cement”, says Mirella Ugolini, the company’s corporate manager of organizational development, during the first Café com VOCÊ RH of 2017, a series of debates aimed at human resources leaders that has been promoted for a decade by VOCÊ RH magazine. Business: See with SONDA 7 steps to qualify for digital transformation Sponsored

The discussion, held in May in São Paulo, revolved around companies’ preparation for this digital transformation. Some corporations, for example, are buying startups or creating incubators for these small businesses — which seems to be the fastest path to innovation. “Success kills,” says Vicente Ferreira, professor and director at the Coppead Institute of Administration at the Federal University of Rio de Janeiro. “When you are in an organization that is successful, why do things differently? The same people will always have the same ideas. Therefore, bringing innovation from outside can indeed be a shortcut, as long as there is a culture for this novelty to flourish.”

Changing the culture and mindset of leaders is precisely the biggest challenge within the energy and distribution concessionaire EDP. “It is a regulated company, which went through a privatization process, which had a command and control management. We still hear from area managers that 'there is no need to talk about disruption here'”, says human resources director Fernanda Pires.

The way she found to modernize EDP's way of being was to build purposes and groups without hierarchy, something that began in 2014, in addition to getting closer to entrepreneurs through the creation of acceleration programs. “It's a different world. And being close to this environment and using its organizational design has been one of the paths we are testing”, says Fernanda. HR: See with Copastur the 6 pillars of team management in a large company Sponsored

Votorantim (which sells everything from cement to orange juice) followed the same path of accelerating startups and reviewing its culture. “The key to innovation lies in people. It is the individual who creates, not the company or the startup. The secret lies in partnership and collaboration. We have to think about how a startup can help, how a university can help, and how the company can help this ecosystem as well,” says Mirella.