12 June 2014
Presentation to www.innovationroundtable.com
Hosted at
@tonyfish
tony@tonyfish.com
www.tonyfish.com
Alternative views from
insights on why it so often goes wrong when large
firms seek to buy young start-ups, including the role
of rewards and rec...
1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it ...
Definitions and Meaning :
Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage, high growth
Define the words
….
and sack anyone
who keeps to them
1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it ...
Founder Funder Finder
Start up (own and team)
Joined early
Angel
Corporate
Fund
Incubator
Corporate
Independent
Agent
It is a full time role
for 5 years
Bring in significant
experience
Don’t learn on the job
1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it ...
1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it ...
1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it ...
Motivations
( what I want!)
Experience
Funding/ cash
Exit
Delivery
Value
FocusDD, best in class
Assurance, Scale
Future Jo...
Motivations
( what I want!)
Experience
Funding/ cash
Exit
Delivery
Value
FocusDD, best in class
Assurance, Scale
Future Jo...
Import DATA
define motivation(alignment):
repeat () whilst.working:
if motivation() = aligned:
call FAILURE
else;
print (“...
1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it ...
• Channel
• Customer
• Diligence
• Support
• Management
• Brand
• Motivation
• Excitement
• Not strategic
• Does not move ...
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Upcoming SlideShare
Loading in …5
×

Uniliever

632 views
485 views

Published on

presentation about why corporates and early stage growth companies find it hard to be partners - (startup)

Published in: Business, Economy & Finance
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
632
On SlideShare
0
From Embeds
0
Number of Embeds
15
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Uniliever

  1. 1. 12 June 2014 Presentation to www.innovationroundtable.com Hosted at
  2. 2. @tonyfish tony@tonyfish.com www.tonyfish.com
  3. 3. Alternative views from
  4. 4. insights on why it so often goes wrong when large firms seek to buy young start-ups, including the role of rewards and recognition and the role of VCs in force fitting start-ups and corporate players:
  5. 5. 1. Definitions: Innovation, entrepreneurship, start-up, risk, agile, lean, early stage high growth 2. Been there, done it and got the T-shirt: What has traditionally gone wrong when corporates collaborate with start-ups 3. The New Normal: New models that are being developed and deployed today 4. Barriers and hurdles: Why structure, function, culture, motivation and reward matter more than ever 5. Blame is complicated: Why venture capital loves corporate assurance and other double agents 6. Innovative thinking: Can corporates realistically improve the probability of success?
  6. 6. Definitions and Meaning : Innovation, entrepreneurship, start-up, risk, agile, lean, early stage, high growth
  7. 7. Define the words …. and sack anyone who keeps to them
  8. 8. 1. Definitions: Innovation, entrepreneurship, start-up, risk, agile, lean, early stage high growth 2. Been there, done it and got the T-shirt: What has traditionally gone wrong when corporates collaborate with start-ups 3. The New Normal: New models that are being developed and deployed today 4. Barriers and hurdles: Why structure, function, culture, motivation and reward matter more than ever 5. Blame is complicated: Why venture capital loves corporate assurance and other double agents 6. Innovative thinking: Can corporates realistically improve the probability of success?
  9. 9. Founder Funder Finder Start up (own and team) Joined early Angel Corporate Fund Incubator Corporate Independent Agent
  10. 10. It is a full time role for 5 years Bring in significant experience Don’t learn on the job
  11. 11. 1. Definitions: Innovation, entrepreneurship, start-up, risk, agile, lean, early stage high growth 2. Been there, done it and got the T-shirt: What has traditionally gone wrong when corporates collaborate with start-ups 3. The New Normal: New models that are being developed and deployed today 4. Barriers and hurdles: Why structure, function, culture, motivation and reward matter more than ever 5. Blame is complicated: Why venture capital loves corporate assurance and other double agents 6. Innovative thinking: Can corporates realistically improve the probability of success?
  12. 12. 1. Definitions: Innovation, entrepreneurship, start-up, risk, agile, lean, early stage high growth 2. Been there, done it and got the T-shirt: What has traditionally gone wrong when corporates collaborate with start-ups 3. The New Normal: New models that are being developed and deployed today 4. Barriers and hurdles: Why structure, function, culture, motivation and reward matter more than ever 5. Blame is complicated: Why venture capital loves corporate assurance and other double agents 6. Innovative thinking: Can corporates realistically improve the probability of success?
  13. 13. 1. Definitions: Innovation, entrepreneurship, start-up, risk, agile, lean, early stage high growth 2. Been there, done it and got the T-shirt: What has traditionally gone wrong when corporates collaborate with start-ups 3. The New Normal: New models that are being developed and deployed today 4. Barriers and hurdles: Why structure, function, culture, motivation and reward matter more than ever 5. Blame is complicated: Why venture capital loves corporate assurance and other double agents 6. Innovative thinking: Can corporates realistically improve the probability of success?
  14. 14. Motivations ( what I want!) Experience Funding/ cash Exit Delivery Value FocusDD, best in class Assurance, Scale Future Job Proof, Assurance, Free DD Brand, Channel, Customer Sales “Trust” RelationshipInnovation Skills Scale Guarantee exit, customer, channel, brand Awards, space, skills, endorsement money drive, delivery
  15. 15. Motivations ( what I want!) Experience Funding/ cash Exit Delivery Value FocusDD, best in class Assurance, Scale Future Job Proof, Assurance, Free DD Brand, Channel, Customer Sales “Trust” RelationshipInnovation Skills Scale Guarantee exit, customer, channel, brand Awards, space, skills, endorsement money drive, delivery Incubators Accelerators Co-working Collaboration Programmes Camps Hacks
  16. 16. Import DATA define motivation(alignment): repeat () whilst.working: if motivation() = aligned: call FAILURE else; print (“#truth”): call check.motivation.again endif; end define FAILURE() print (“#LIER”): check. data check. motivations (ask more questions) end
  17. 17. 1. Definitions: Innovation, entrepreneurship, start-up, risk, agile, lean, early stage high growth 2. Been there, done it and got the T-shirt: What has traditionally gone wrong when corporates collaborate with start-ups 3. The New Normal: New models that are being developed and deployed today 4. Barriers and hurdles: Why structure, function, culture, motivation and reward matter more than ever 5. Blame is complicated: Why venture capital loves corporate assurance and other double agents 6. Innovative thinking: Can corporates realistically improve the probability of success?
  18. 18. • Channel • Customer • Diligence • Support • Management • Brand • Motivation • Excitement • Not strategic • Does not move the needle • No budget • People changes • Cannibalism is hard • Do turkeys vote for Christmas • Harder than day job • Veto • Not invented here

×