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You are here: Home / 4 - Management / The Good Intention that Undermines New Business Ventures

The Good Intention that Undermines New Business Ventures

July 27, 2009 by Matt Perman

From Gary Hamel’s The Future of Management:

There is no surer way to undermine a new business venture than to measure it by the profits generated, rather than by the learning accumulated.

He gives IBM as an example of a company that has learned this lesson:

IBM’s top-level growth team understood that when it comes to building a new business, you have to learn before you earn. Given this, they wanted to counter the debilitating assumption that if you’re not holding a new venture accountable for profits, you’re not holding it accountable for anything. Many of IBM’s past growth efforts had stalled when an early push for profits limited a venture’s potential upside by prematurely truncating the learning and experimentation that would have, in time, yielded a more powerful, and better targeted, business model.

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Filed Under: 4 - Management

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What’s Best Next exists to help you achieve greater impact with your time and energy — and in a gospel-centered way.

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About Matt Perman

Matt Perman started What’s Best Next in 2008 as a blog on God-centered productivity. It has now become an organization dedicated to helping you do work that matters.

Matt is the author of What’s Best Next: How the Gospel Transforms the Way You Get Things Done and a frequent speaker on leadership and productivity from a gospel-driven perspective. He has led the website teams at Desiring God and Made to Flourish, and is now director of career development at The King’s College NYC. He lives in Manhattan.

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