This one hits close to home, having led a similar disruptive innovation team that was also eventually disbanded.

Earlier this week, General Mills announced the cutting of their G-Works innovation team and the pausing of future investment by venturing arm 301 INC. While little consolation to the 40 impacted team members, I hope they know their work made a difference and inspired others.

For years, I followed these “disruptive growth” teams closely, both as a competitor at Quaker, and later as a leading case study for clients establishing their own venturing and incubation arms. Perhaps its not surprising, as similar groups like The Coca-Cola Company‘s Venturing & Emerging Businesses folded or were spun off like PepsiCo‘s Naked Emerging Brands group.

I shared my reflections with The Minnesota Star Tribune‘s Brooks Johnson:

“Toopan Bagchi, a PepsiCo and Quaker Oats veteran who now runs Starship Advisors, observed the cyclical nature of innovation. ‘I think what you find at large companies, the internal innovation is always challenged,’ he noted. ‘It never gets big enough to move the needle fast enough.’

Bagchi also emphasized the importance of a robust foundation, stating, ‘You need a healthy core, and it makes sense to focus there first. The rest is icing on the cake.’”

What’s your take on General Mills cutting back on “disruptive growth?”