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Disruptive Innovation: The Natural Entrepreneur’s Competitive Advantage

The following excerpt from Finding the Sweet Spot: The Natural Entrepreneur’s Guide to Responsible, Sustainable, Joyful Work [1] by Dave Pollard [2] has been adapted for the Web. The culture of Natural Enterprises tends to differ dramatically from that of traditional corporations. Much of this cultural difference stems from the fact that Natural Enterprises are flat, nonhierarchical, independent cooperative organizations with a shared Purpose, complementary Gifts and Passions, uncommon core capacities, and a shared vision. Most large corporations are anything but innovative. Because they are risk-averse and driven to sustain large annual increases in profit to keep shareholders happy, they are unwilling to invest in anything with a significant risk of failure, or anything that will take more than a year or so to start generating revenues and profits. So their idea of “innovation” is often a redesigned, repackaged, function-added, or “sequel” product, the exaggerated “new and improved” model that often turns out to be neither. This inability to innovate is largely a cultural phenomenon. What you will find in many large corporations are these behaviors, all of which impede innovation: By contrast, Natural Enterprises exhibit the following innovation-friendly behaviors: