Do Corporates need internal Startups? (Corporate Design Thinking)
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ADAPT OR DIE VENTURES LTD
DesignThinkingEssentials TEAM
REALIZING NEW BUSINESS MODELS
CORPORATE
Donnerstag, 31. Oktober 13
DESIGN THINKINGESSENTIALS
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“The capabilities of an organization are becoming incumbrances, if disruption is beginning.”Prof. Clayton Christensen, “The Innovator’s Solution”
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“Each new idea passes three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident”Arthur Schopenhauer (1788–1860)
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…then competition is likely to be ahead before we even start.
If an idea first needs to go through those states and become “self-evident” to the many in a company …
That is why development of disruptive innovations in a big company rarely works!
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DO CORPORATIONS NEED INTERNAL START-UPS?
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Problems
! Top management needs to maximize profit as quick as possible (shareholders)
! Top management often uses the same management methodologies to evaluate and support new business models
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Quarterly profits VSOrganical growth
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FACTS TOCONSIDER
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Organizational responsibilities! Direct organizational positioning! Create the right environment (space)! Remove organizational and cultural barriers,
like risk aversity and that failing is only negative
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Guidance! Executive managers needed (no
development project for “newbies”)! Motivate the new team via new
incentive models, new styles of working
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Internal marketing
! Reduce in-house competition! Reduce prejudices against “privileged”
projects, increase transparency! Create interfaces within your team
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Team
! The best skilled team is needed (not a team consisting of people with free capacities)
! Create specifications and requirements to identify the ideal candidates
! Look also externally for the right candidates
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Routine organization VSEntrepreneurship
! Define and establish entrepreneurial measurements, not only corporate ones
! Apply the new measurements on your start-up
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ENTREPRENEURIALMEASUREMENTS
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! Customer problems / insights! Value proposition! Value creation! Validated prototypes
! Market stress-test! Market segmentation! Business plan! GTM Strategy / Action plan
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Disclosure obligation! Start-ups have different, unpredictable needs
and can not be compared to corporate! Decouple start-up projects from your
organizational financial planning
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! Create synergies between the new project and existing projects; Leverage your strengths
! Allow little changes if your start-up has to use different methods to create insights
! Prioritize the project, to support other departments not to lose their focus
Double-sided knowledge transfer
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