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Corporate venturing: the art of raising teenagers
 

Corporate venturing: the art of raising teenagers

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venturing is all about “disruptive ...

venturing is all about “disruptive
innovation”, combining new technologies
with entirely new business models and
opening up new market spaces. The ventures creating these new spaces will inevitably
go through several stages, starting out as a
baby who still has to learn everything about
the world around it, turning into an unpredictable teenager who likes to experiment,
and finally becoming a fully grown and mature adult business, creating growth for the
mother company. Large companies cherish
their adults and their babies but find it far
more difficult to raise their teenagers. Learn
more about how to tackle this challenge!

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    Corporate venturing: the art of raising teenagers Corporate venturing: the art of raising teenagers Presentation Transcript

    • The Effectual Catalyst © The Effectual Catalyst Corporate Venturing? The art of raising teenagers Corina Kuiper 26 augustus 2013 © The Effectual Catalyst
    • The Effectual Catalyst 2 Outline • Granularity of Innovation ‘the members of the family’ • Disruptive Innovation in large companies “teenagers and parents” • Managing Disruptive Innovation “the art of dealing with teenagers” • Granularity of Innovation ‘the members of the family’ © The Effectual Catalyst
    • The Effectual Catalyst Meet the members of the family © The Effectual Catalyst 3 How are they different?Is the biggest differentiator age?The biggest differentiator is their behavior!
    • The Effectual Catalyst Meet the members of the family ‘Innovation’ © The Effectual Catalyst 4 How are they different?Is it the newness to the company?The biggest differentiator is the required change in behavior, i.e. disruptiveness!
    • The Effectual Catalyst Disruptive Innovation: rewiring of the brain is required to change behavior 5
    • The Effectual Catalyst Two dimensions creating view on different types of innovation emerging growth mature decline Disruptiveness (proposition is…) Marketlifecycle(Segment/geo) New category improved product new in category new adjacent category new to world Product Creation Existing category Granularity of Innovation is courtesy of Fred van Ommen (Bizz Innovation Group) Corina Kuiper (The Effectual Catalyst) © The Effectual Catalyst 6 New Business Creation New category
    • The Effectual Catalyst …. that enables different innovation perspectives From market share battle in existing spaces to opening new spaces New categoryExisting category Granularity of Innovation is courtesy of Fred van Ommen (Bizz Innovation Group) Corina Kuiper (The Effectual Catalyst) © The Effectual Catalyst 7
    • The Effectual Catalyst Different types of business and business models © The Effectual Catalyst 8 New business New Business Creation Established business Product creation • Recombine existing resources • Mitigating risks • Existing ecosystem • Market share battle • Customer insights known • Leverage existing channels • Established business models • Focus on execution/leverage • Short/mid-term • Existing organization • Generate new opportunities • Deal with the Unknowable • New ecosystem • Building mountains (platform) • Changing customer behavior • Building new channels • New business models • Learning / iterative • Mid/long-term • New capabilities
    • The Effectual Catalyst 9 Outline • Granularity of Innovation ‘the members of the family’ • Disruptive Innovation in large companies “teenagers and parents” • Managing Disruptive Innovation “the art of dealing with teenagers” •Disruptive Innovation in large companies “teenagers and parents” © The Effectual Catalyst
    • The Effectual Catalyst The large-company Syndrome: why companies cherish babies and adults but find it difficult to raise teenagers © The Effectual Catalyst 10
    • The Effectual Catalyst 11 © The Effectual Catalyst 11
    • The Effectual Catalyst © The Effectual Catalyst 12 Two different brains
    • The Effectual Catalyst New business New Business Creation Established business Product creation • Your identity is know and key asset • You know more, can do more, and are known by many more people • You have something to lose • You maximize on sales/profit • Your company patience is 1-3 years • You hate uncertainty • Optimize each business case • Failures are wrong • Think before you act (rationale) • Where does it fit (leverage) – ‘borrow’ • Carrot and stick incentives have positive impact on performance • You discover/develop your identity • You are creating new ways /networks (‘use it or lose it’ principle) • You have something to gain • You manage on cash-out (affordable loss) • It takes 5 – 10 years • You like to be challenged • Optimize the bigger picture • Fail fast and cheap • You need to experiment (emotion) • Building outside the scope – ‘forget’ • Intrinsic motivation drives performance; carrot and stick is counterproductive Two different brains © The Effectual Catalyst 13
    • The Effectual Catalyst 14 Outline • Granularity of Innovation ‘the members of the family’ • Disruptive Innovation in large companies “teenagers and parents” • Managing Disruptive Innovation “the art of dealing with teenagers” •Managing Disruptive Innovation “the art of dealing with teenagers © The Effectual Catalyst
    • The Effectual Catalyst How to get the best out of two worlds? Create a ‘Living Apart Together’ Environment BORROW FORGET LEARN © The Effectual Catalyst 15
    • The Effectual Catalyst How to get the best out of two worlds? Create a ‘Living Apart Together’ Environment © The Effectual Catalyst 16 Core NBC Senior executive team
    • The Effectual Catalyst Change is the key driver of business creation 17 “We cannot solve our problems with the same thinking we used to created them” Albert Einstein
    • The Effectual Catalyst © The Effectual Catalyst 18 THINK BIG, ACT SMALL AND ACCELERATE FAST
    • The Effectual Catalyst © The Effectual Catalyst 19