[Free Release] Why are the success laws for internal projects and new businesses the same? [Limited Time]

'Even when internal projects are launched, they eventually stop working.'

Amidst this stagnation faced by many companies, enco Inc. (Headquarters: 2-14-1 Nagono, Nishi-ku, Nagoya, Aichi; Representative Director: Nobumitsu Kobayashi; hereafter 'enco'), which operates practical reskilling programs for launching new businesses and internal projects, released the white paper 'Why are the success laws for internal projects and new businesses the same?' today.

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This material identifies the biggest reason internal projects fail as the 'absence of a customer.' Based on three common questions with new businesses (Whose problem is it? What value is it? How to involve them?), it includes practical steps to transform internal initiatives into 'functional products' and the use of three powers to move people (positional, personal, and relational power).

Background

Most internal projects stop the moment the creator becomes the protagonist. They are designed without a clear definition of who the solution is for, and they do not function even when completed. This is the exact same structure as when new businesses fail. What they have in common is the 'absence of a customer,' meaning 'who will use it' is not defined from the start.

On the other hand, the three questions often discussed in the new business world—'whose problem,' 'what value,' and 'how to involve'—function directly for internal projects as well. This document systematizes the practical knowledge to transfer these three questions to internal project design and promotion, preventing projects from ending as 'creator self-satisfaction.'

What this white paper covers (Headings only)

1. Common structure of internal projects and new businesses: Both 'create new value,' three questions that divide success and failure

2. Biggest reason internal projects fail: 'Product-out trap' and 'absence of a customer'

3. There are also 'customers' within the company: Identify who uses it down to 'which department and who,' and interview them

4. Designing provided value: Talk about 'effects (Before/After)' not 'functions'

5. Start with the minimum value: Create an experience that functions with 'one impactful thing' rather than 'all-in'

6. Three powers to move people: Positional, personal, and relational power

7. Five practice checks to create a 'functional state': Design checklist to notice before building

8. Practical steps to transform internal projects into 'functional products': Rotate the three questions in all phases

About enco Inc.

enco Inc. operates new value creation programs with a mission to 'realize a sustainable society through the growth of people and companies.' Its base is in Nagoya.