As a business reaches higher levels of success, it tends to shed any previous startup culture for one that focuses solely on reaching maximum operational efficiency. With this shift comes the increasingly narrower tunnel vision of turning a profit. Fueled by revenue, the company may unknowingly sacrifice the experience of the consumer in order to increase its profit margins. An entirely profit-focused company quickly becomes one-dimensional, driving its customers away, towards a smaller, more dynamic, innovative company.
The difference that consumers search for lies deeply ingrained within the smaller company’s culture. They see revenue as a consequence of providing a good overall experience. They take risks, pivot quickly if those risks fail, learn from their experiences, then adapt.[/cs_text][/cs_column][/cs_row][/cs_section]
Counterintuitively, a singular concentration on turning the best profit can hinder companies in the long run, proving that an innovative mindset that is attune to both the company and the consumer is the most successful in today’s market.
Embedded in the fabric of the startup is an innate innovative culture. Small companies have the adaptability to continuously take risks, rarely chancing failure because they have the freedom to react and modify strategies almost instantly. Small companies are in constant search for transformative growth, they measure success by how well one identifies and creates a solution to a present problem, whether it be in their surrounding community, or in their infrastructure.
They see profit as a by-product of a solid, targeted product. This attitude nurtures a culture of innovation, a culture where new ideas are embraced, failure is not punished and forward development is an everyday occurrence.
Larger corporations, however, don’t often have the privilege of experiencing innovation as part of their DNA. If they don’t make a conscious effort to strive for an innovative culture they can quickly fall into a routine that becomes outdated over the course of time. Since they’re already in a position where they are producing a steady profit, they feel little incentive to change and improve. This dangerously deceptive sense of safety of a product’s success does not imply that it will continue strongly in the future. With the millennial generation, technology and taste change at an ever-increasing rate, one week’s demand is not an indicator of the following week.
Large corporations shouldn’t measure success solely on profit; it discourages employees from taking risks and reaching results that can be outstanding for the organisation.
Using revenue as your core metric for success is dangerous; it encourages staff to stay within the box, and discourages groundbreaking ideas and small developments and improvements from surfacing.
By encouraging innovation within a companys culture, and embracing failure, there is an assurance that companies and their employees continue to develop and grow with and for the world surrounding them.