David Silverman Words at Work RSS Feed

Why Downturns Breed Better Innovations

10:28 AM Thursday August 28, 2008

Tags:Entrepreneurship, Innovation, Recession

"Why would you want to start a company now?"

I've heard that a lot lately. The economy is down and getting worse, so it would be a terrible time to launch a new enterprise.

Or is it actually one of the best times to be innovative?

I did a little research and came up with a surprising list of companies that were founded during the worst economic downturn in US history, the Great Depression. (By the way, fundinguniverse.com is an excellent resource for any business research.)

There were plenty of big names, and a lot of them are all about innovation:

  • Motorola
  • Hewlett-Packard
  • Xerox
  • Ryder
  • Unisys
  • Texas Instruments
  • Revlon
  • Converse
  • La-Z-Boy
  • Interstate Bakeries (makers of Twinkies, a food that would allegedly survive any disaster)
  • The Pittsburgh Steelers (one of the few franchises to survive from that time)

And it wasn't just the giants. There were also smaller companies that are still around today: Rubenstein Supply Company, Kansas City Steak, and Loehmanns Department Store. And there were introductions of new products that have lasted ever since such as Nestle's Nescafe and Kraft's Miracle Whip.

I particularly liked this quote from Purina's website where they explain how doing something new (celebrity endorsements) leads to survival and success:

"Consumer products companies rely heavily on new products, advertising and promotion to compete for scarce Depression dollars. Ralston Purina also masters the art of celebrity endorsements by sending Dog Chow® Checkers dog food to the South Pole with Admiral Byrd in 1933. That same year a cowboy named Tom Mix agrees to hawk Ralston cereals, and an army of young Straight Shooters pledges allegiance to Purina."

Why did so many long-lasting companies and products come from the Great Depression? While there's no question that a bad economy makes it tougher to raise capital and win customers, the reality is that good ideas implemented well always have room to succeed. From another point of view, limited consumer funds means that more attention is given to every purchase, and therefore the best new ideas and products have a better chance of success during a downturn because the competition can't provide the same value.

Whatever the media might say, we certainly haven't fallen as far as bread lines and veterans camping out in front of the White House. Which is to say, in a perverse way, that this downturn is possibly not bad enough for the toughest to really prove themselves. Though while we may not get Twinkies, we will not see a lack of new companies benefiting from the strictures of a slowdown.

What do you think? Is it better to keep your day job during a recession, or would you pursue an entrepreneurial dream regardless of the larger economic conditions?

See the Complete Downturn Survival Guide

People who read this also read:

 
* * *
Sign up for the Weekly Hotlist, a weekly email roundup featuring the top posts from HarvardBusiness.org and HBR.org.

Never miss a new post from your favorite blogger again with the HarvardBusiness.org Daily Alert email. The Alert delivers the latest blog posts from HarvardBusiness.org and HBR.org directly to your inbox every morning at 8:00 AM ET.


Trackbacks

TrackBack URL for this entry:
http://blogs.harvardbusiness.org/cgi-bin/mt/mt-tb.cgi/2737

Listed below are links to weblogs that reference Why Downturns Breed Better Innovations:

How it all begun from Akeles Consulting:
I was thinking hard what to write as the first blog post and it occurred to me that this might be an interesting topic since many people have asked us the same questions. Why are you starting your own venture when recession is ongoing? Would it be good... More

Tracked on December 31, 2008 01:51

Comments

Well, considering I recently founded a company, I think its a great time to found businesses. We didn't look to get funded, so we don't have outside distractions. We focused on getting customers. Our customers liked our ideas and prototype for improving productivity in a measurable way and brought us in on consulting contracts that cover all our development costs. As we didn't lease over priced real estate or hire unnecessary people, we are all very keenly aware what makes the business work and what pays the bills.

There are several advantages starting a business now. There are incredible productivity tools available today that even five years ago would have been difficult to find. These tools are free or variably priced (cloud-computing, blogs, wikis, software framework products, etc.) They allow us to orient our thinking in ways that would be difficult in pre-existing company.

Also, when you get customers paying you to build intriguing products, excellent people want to work with you. When money's flowing everywhere, people think about lining their pockets and quick-hit opportunities. When times get leaner, a cool product with a long-term focus is much more interesting.

Finally, in leaner times, people will be more patient. I worked for companies in the 90s that had to consistently high jump seven foot hurdles while running the 100 meter dash. A lot of short cuts had to be taken and trade-off made. Now, I'm more patient and willing to define our challenges as one foot curbs. I'm pretty confident we can step over seven of them, or even seventy. The short cuts and trade-offs don't have to be made.

I'm very confident that when times change, and they will, we will be much better positioned to take advantage of them. Especially when I see competitors still adding seven foot high jumps to their 100 meter dash.

- Posted by Andrew Meyer 
August 31, 2008 7:14 PM

Hey there. For those interested in entrepreneurship I'm just dropping in to let people know about Global Entrepreneurship Week. It is a series of events and activities meant to encourage, celebrate and connect entrepreneurs around the world. Visit unleashingideas.org.

Best,
Jake

- Posted by Jake 
September 22, 2008 4:01 PM

Join The Discussion

* Required Fields




Verification (needed to reduce spam):

Posting Guidelines

We hope the conversations that take place on HarvardBusiness.org will be energetic, constructive, free-wheeling, and provocative. To make sure we all stay on-topic, all posts will be reviewed by our editors and may be edited for clarity, length, and relevance.

We ask that you adhere to the following guidelines.

  1. No selling of products or services. Let's keep this an ad-free zone.
  2. No ad hominem attacks. These are conversations in which we debate ideas. Criticize ideas, not the people behind them.
  3. No multimedia. If you want us to know about outside sources, please point to them, Don't paste them in.
We look forward to including your voices on the site - and learning from you in the process.

The editors

David Silverman

David Silverman is the author of Typo: The Last American Typesetter or How I Made and Lost 4 Million Dollars (Soft Skull Press, 2007). He has worked at brand-new start-ups, Fortune 500 companies, and a few places in between. A business writing teacher, he grapples with the way we use words at work—to make it easier for the rest of us. If you have questions about how to manage a problem at work related to communication, please contact David at dsilverman [at] harvardbusiness [dot] org.

Learn how business innovators like Amazon's Jeff Bezos and Pixar's Ed Catmull achieve breakthrough results.
Harvard Business Review

ADVERTISEMENT

Browse Our Store

Productive Business Dialogue (Simulation)

This simulation will help you learn how to craft conversations that are fact based, minimize defensiveness, and draw out the best thinking from everyone involved.

Measuring Marketing Performance

In many organizations, marketing exists far from the executive suite and the boardroom. Learn how to improve the link between high level corporate strategy and the marketing function.

Management Tip of the Day Enrollment
SPONSORED BY:  

ADVERTISEMENT

Free Downloads