Most industrial market have endured their own Copernican revolution lately. Whether it was because of mobile, sheer customers discontent or the future threat of artificial intelligence, is of no real importance at this point. What is clear is that the old innovation playbook involving trickling down military technology to B2B and then to B2C doesn’t work anymore. Facing startups with seemingly random hit-and-miss business models that nonetheless aggressively push in the market and eventually succeed, what are the options?
Most corporations that have missed the so-called digital revolution, try to medicate with startups. In many cases this is both silly and dangerous. Let’s try to be smarter about this widespread startup fever…
While the first wave of the digital revolution is now well over, most corporations are victims of some level of rude awakening. Surprisingly enough for me, the sovereign cure for their lack of strategic vision has been isolated: startups. As it seems, six-month-old post-internet companies without cash-flow are deemed better than multi-billion global businesses are figuring out the market. Even if you might be very lucid about this foolishness, some of your executive committee is already victim of such startup fever. Let me offer one of the many ways to deal with that issue. And then maybe, you’ll find realreasons to work with startups.
If you’re in Darmstadt on May 17th, you can join me and the wonderful team of the Merck Innovation Center at 5:30pm for a keynote on Trading Risks. We’ll discuss how startups and multinationals should recalibrate their relationships after years of fumbling around, and why building no-bullshit synergies matters more than ever.
Follow this link for further details.
Five prevalent impediments push corporations away from sound partnerships with startups.
My last keynote with the FabMob program, during a private event involving selected startups and industrials at Autonomy 2016 in Paris today. The idea was to discuss how corporate incubation end-of-party is coming quickly to Europe and illustrate the five most prevalent impediments that corporations have to overcome to engage further partnerships with startups.
Business medias are crazy about industrials working with startups, but we seldom discuss how should startup apply to corporate incubation programs. Shall we try to do that?
Startups have become a cheap excuse for corporations in lack of innovation strategy. It’s not even breaking news; if you’ve been in the business of guiding companies through the innovation minefield for a while, you’ve already endured several trends coming and going every three or four years. Open innovation, intrapreneurship, design thinking, now startup incubation programs.
Corporations have a new-found love for startups, and they broadcast it as loudly as possible in all medias. Why is that such a dumb idea to start with, and how to adjust?
The second article on how to build a tailor-made corporate incubation program deals with the ‘BUSINESS’ revenue of such an initiative.
To follow up on our last article on your corporate incubation playbook, we’ll explore further the ROI architecture of such a program, starting with the “business” revenue. Continue reading “Writing your corporate incubation playbook – Part 2”
This series of articles will try to unpack and lay out the conceptual and technical tools required to design an effective corporate incubation program.
After years of strain and pressure from new digital opportunities that passed by, multinational corporations seem to have found their innovation mojo back. Their idea has been incredibly simple after all: let’s embrace the strategies that created Uber-like challengers out of nowhere. By creating your own disruption engine — and keep it under control — you will finally outrun all these puny startups, and find new business models of your own. Continue reading “Writing your corporate incubation playbook – Part 1”