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  "documentTitle": "Breakthrough Brigade Innovation Growth",
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  "notes": "Part of a series of slides titled 'The Breakthrough Brigade'.",
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      "text": "Avoid the temptation and rush to scale until the idea, time, and mode of delivery have all been tested to the point of success – then scale with purpose and pace.",
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      "text": "The rush to scale can be a route to fail. The pressure to demonstrate early success can impose a ceiling on a breakthrough innovation’s growth potential. Having proven the commercial value of an innovation, organisations often rush to take it to as wide a market as possible – without, for example, further iteration, wider market analysis or consideration of the operational realities of major production runs. Here, it’s vital leaders favour long-term growth potential over short-term optics. It’s a moment to focus on scaling out rather than scaling up – building out the capabilities, organisational fit, governance, and market approach needed for the breakthrough innovation to truly take off. Take this time to fully validate the desirability and viability of your offering, and to fully leverage the capabilities and skills across your organisation to prepare for growth. Or try introducing a stage gate before scaling to ensure a commercial threshold has been reached: for instance, a new product needing to hit a set number of sales or customers before it can be brought back into the main business. Only then should the idea be scaled, with clear ownership and accountability for onward success.",
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      "text": "Scaling is the most difficult aspect of breakthrough innovation – so it might seem surprising to contend that leaders need to kick the scale can down the road. However, our experience of helping both start-ups and established organisations deliver breakthrough innovation tells us that scale comes last, then fast – once the idea has been proven, tested, and iterated to the point of success. Too often, the questions of ‘can we scale?’ and ‘how do we scale?’ become constraints. What leaders often forget is that the most transformative ideas find a way to succeed – so long as the right environment to grow has been established. Back in 2009, Airbnb almost went out of business due to low revenues. Rather than focus on scaling the idea, CEO Brian Chesky did the opposite. He focused on optimising the idea for the small customer base. One key barrier was poor-quality photography. So Airbnb piloted a programme where professional photographers went from door-to-door to improve the quality of the listings. In the process, they learned what customers craved, and they iterated the service. In time, the company’s revenue doubled – and it hasn’t looked back since. Smart leaders pay attention to growth potential, not scale potential.",
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