171214 david and goliath corina kuiper cvn (smb meeting)

For personal use only ‐ don't copy SMB Dec 14th, 2017

© The Effectual Catalyst 1

SMB 14 December 2017 1

‘David and Goliath’ a successful startup/corporate collaboration

Corina Kuiper14 December 2017

© The Effectual Catalyst


Two different worlds that need to work together





Why collaborate?

Corporates

• Accelerate innovation

• Access to new innovations

• New technologies and business models

• New competences

• Market knowledge

• Entrepreneurial culture

Startups

• Access to marketplace

• Knowledge and resources

• Acceleration (scaling up)

• New competences

• Credibility

• Funding


SMB 14 December 2017 4© The Effectual Catalyst




Ready to Team Up ‐ Background

ChallengeMost fast‐growing businesses are established through collaboration between startups and existing organisations. But what are the main challenges they have to face? What steps need to be taken to be successful in this collaboration?

COSTA: ‘collaboration between COrporates & STArtups’, During one year Dutch Industry leaders shared lessons learned and discussed how to bring about a lasting improvement in the collaboration between corporates and startups.

Ready to Team Up ToolBased on output of Costa, interviews with startups and research, Rotterdam School of Managemen/ECE and Corporate Venturing Network developed the tool






Launch May 30th, 2017 Launch November 16th, 2017



Answer 30

questions





My results



Get inspired by others





www.readytoteamup.comCorporates, start your

benchmark

Startups, start your benchmark

WWW.READYTOTEAMUP.COM






THE FIVE LEVELS OF CORPORATE ENTREPRENEURSHIP



The Five levels of Corporate Entrepreneurship





Title

Text


WHY ECOSYSTEM: Isolated innovations don’t exist anymore


WHY: All about broadening your perspective





Ecosystem

Ron Adner, The Wide lens, 2012

Minimum Viable Ecosystem (MVE) the smallest configuration of elements that can be brought together and still create unique commercial value



Co‐innovation risk


“What are the hurdles facing the other innovations that must come about for my project to succeed?




Adoption chain risk: Broken Lines

• Risks can be managed pro-actively, but only if it is recognized in advance• What people say ≠ What people do (the resistance to chance)• It also applicable within your own company


Ron Adner, The Wide lens, 2012


Adoption chain risk: Broken Lines








Organization: making choices




Strategic choices: Innovation Themes



strategic choice: Scope of Venturing

FinancialSupportexisting

businesses

Add tothe portfolio

Type ofAmbition

Main Resources

Outside Core

Within Core

Both insideand outside

Core

Eco‐system

Venturing

Venture Innovation

Corporate Private Equity

Venture Harvesting

New Leg ‘Fishing’

Note:Types with a grey background are not normally recommended

Size of circle does not represent frequency or impact. It shows which boxes are covered by the type

Source: Ashridge Strategic Management Centre, 2003© The Effectual Catalyst




Senior Excutive Team

Forget,Borrow& Learn


Organization


Culture: Shift from ‘cookbook’ to ‘controlled experiment’






Example of (corporate) venturing instruments





Many different instruments



.. But you don’t want one hand clapping


ONLY EXTERNAL VENTURING

ONLY INTERNAL VENTURING

NEED BOTH EXTERNAL AND INTERNAL VENTURING






You need a framework

External view





A Staged Process for Successful Venture Development

Each phase has its own specific characteristics and therefore requires a different way of working, organization set‐up, culture/mindset and

performance indicators

Time

5. MarketCalibration

4. Beta3. Alpha2. Seed1. Pre ‐seed

Expanding 5. MarketCalibration

4. Beta3. Alpha2. Seed1. Pre‐Seed SteadyState

Decline Ideation

Venture phaseBusiness Creation

Researchphase

Established businessBusiness

Management/Operations

Maturity level



The danger of not recognizing the teenager








People ‐ Entrepreneur

Intrapreneur = Entrepreneur who is able to work in a corporate environment





Effectuation principles



Corporate‐startup: you need each other





To the extent I can predict the future, I can control it.

To the extent I can co-createthe future, I don’t need to

predict it.© The Effectual Catalyst


If you want to know more?

171214 david and goliath corina kuiper cvn (smb meeting)

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