New to Big: How Companies Can Create Like Entrepreneurs, Invest Like VCs, and Install a Permanent Operating System for Growth

Finally got around to reading "New to Big" and the timing couldn’t have been better for my current project. Kidder and Wallace have essentially created a survival manual for any legacy enterprise that feels the walls closing in from more agile competitors. Personally, I found the "New to Big" versus "Big to Bigger" distinction to be the most clarifying part of the entire framework. It isn't just about throwing money at an R&D department and hoping for a miracle breakthrough. Instead, they provide a structured approach to leveraging existing talent while adopting a venture capitalist’s aggressive mindset toward growth. The prose is snappy and remarkably free of the dense corporate jargon that usually makes these business books such a chore to get through. While some might say the concepts feel familiar, the execution roadmap provided here is what sets it apart. I finished the last chapter feeling genuinely invigorated to tackle our internal friction points.

Wow. I didn’t expect a business strategy book to be this engaging, but I ended up devouring the whole thing in two sittings. The authors argue that your best tool for innovation is already sitting in your cubicles: talented, committed people who just need the right system to thrive. To be fair, most CEOs pay lip service to "empowerment," but this book actually gives you the playbook to make it a reality. They focus heavily on identifying customer pain points rather than just chasing quarterly shareholder returns, which is a breath of fresh air. It feels like required reading for anyone in a decision-making role at a traditional company. If you aren't thinking about how to go big by acting small, your organization is likely already on the path to obsolescence. This isn't just theory; it’s a call to action for the modern executive.

After hearing David Kidder speak on a podcast, I knew I had to pick up this book, and it did not disappoint. The way he and Wallace explain the duality of management—administering the old while building the new—is absolutely brilliant. Most companies die because they can't balance these two modes, but "New to Big" offers a way out of that trap. The focus on "talented and committed people" as the primary tool for growth is exactly what’s missing from most modern business discourse. It’s an invigorating read that actually leaves you with a plan instead of just vague inspiration. Every executive in a "traditional" company should be required to read this before their next board meeting. It’s a game-changer for how we think about scale and innovation.

The chapter on creating "in-house farm teams" was worth the price of the book alone for me. Kidder and Wallace provide a highly readable playbook for navigating the sticky political issues that always arise when you try to innovate inside a massive corporation. They correctly identify that "New to Big" needs its own management style, separate from the standard MBA-style administration of existing businesses. Frankly, it’s refreshing to see a book that acknowledges how difficult it is to be a "maverick" in a system designed for stability. My only real gripe is that I wish there were more diverse case studies beyond the massive tech-adjacent giants we always hear about. Still, the roadmap for navigating internal hurdles is practical and easy to implement immediately. It’s a very structured approach to what usually feels like chaos.

Ever wonder why giant companies with billions in the bank get disrupted by three people in a garage? This book answers that question by highlighting the friction between "Big to Bigger" and "New to Big" mindsets. The authors argue that established businesses are often too obsessed with incremental gains to see the massive pain points their customers are actually facing. I appreciated how the text stays away from heavy industry buzzwords, making the concepts accessible to managers at any level. The truth is, most corporate innovation fails because it lacks the dynamism and flexibility of a startup, but Kidder and Wallace show how to bridge that gap. It’s a very open-minded approach to leadership. While I found a few sections a bit repetitive, the core message about venture management is vital for modern survival.

This book is an exceptional playbook for anyone struggling to move the needle inside a large, stagnant organization. I loved the emphasis on finding "friction points" for consumers instead of just trying to optimize existing products into oblivion. The writing is incredibly clear and free of the usual fluff you find in this genre, which makes the insights feel much more actionable. Kidder and Wallace have a way of making complex organizational theories feel like common sense. I particularly enjoyed the section on how enterprises need both traditional management and venture-style management to truly thrive. It provided me with a clear roadmap for some challenges I’ve been facing with my own team. Not gonna lie, I’ll be keeping this on my desk as a reference for a while.

Picked this up on a whim during a long flight and ended up taking several pages of notes. The authors provide a very structured approach to innovation that feels much more realistic than the "move fast and break things" mantra. I especially liked the discussion on how venture capital models can be applied to internal corporate projects. It’s a fresh perspective that doesn’t rely on industry jargon to make its point. My only criticism is that some of the "playbook" steps felt a bit rushed toward the end of the book. I would have liked more detail on the specific "farm team" selection process. Overall, though, it’s a very thoughtful read that provides a much-needed bridge between two very different worlds of management. It is a highly readable guide for anyone in a leadership position.

As someone who does innovation consulting for a living, I agreed with the central premise almost immediately, but then found myself skimming large sections of the middle. The book sets out a nice, practical approach that would be incredibly helpful for a newcomer to the space. However, for those of us who have lived through these corporate "farm team" cycles, it felt a bit light on new methodology. I tend to prefer more scholarly or data-heavy works, so the breezy, anecdotal style wasn’t exactly my cup of tea. It’s certainly a thoughtful read and the examples like Nike and Uber are well-chosen, even if they are the "usual suspects" in business literature. Look, if you need a clear introduction to corporate venture building, this is a solid choice. Just don't expect a deep academic dive into the mechanics of organizational change.

To be fair, this isn’t particularly different from other books on the market regarding corporate innovation or the "Lean Startup" methodology. It is structured well, and the authors clearly know their stuff, but I was hoping for something a bit more revolutionary. The examples provided—Amazon, Nike, and TD Ameritrade—are useful for bringing the points to life, though they feel a little safe. I did like the focus on the internal "entrepreneurial mindset" and how to cultivate it without getting crushed by corporate bureaucracy. It’s a decent guide if you’re new to the topic, but seasoned innovators might find themselves nodding along without learning many new tricks. It’s a solid 3-star read that provides a good summary of best practices without breaking much new ground.

Not what I expected given the high praise I had seen on social media. While the premise is fine, the book felt like a long-form brochure for a consulting service rather than a standalone guide. The authors offer just a few examples of companies that have actually deployed these methods, which makes me wonder if this area is still too new to be proven. I found the tone a bit too optimistic and "maverick-focused" without accounting for the grueling reality of corporate politics. In my experience, you can't just "act like a startup" when you have thousands of stakeholders to answer to. It lacks the scholarly depth I look for in business strategy. If you want a quick, surface-level overview, this might work, but it didn't give me the specific tools I needed for my role.