Your SlideShare is downloading. ×
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Uniliever
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Uniliever

282

Published on

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

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
282
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. 12 June 2014 Presentation to www.innovationroundtable.com Hosted at
  • 2. @tonyfish tony@tonyfish.com www.tonyfish.com
  • 3. Alternative views from
  • 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. 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. Definitions and Meaning : Innovation, entrepreneurship, start-up, risk, agile, lean, early stage, high growth
  • 7. Define the words …. and sack anyone who keeps to them
  • 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. Founder Funder Finder Start up (own and team) Joined early Angel Corporate Fund Incubator Corporate Independent Agent
  • 10. It is a full time role for 5 years Bring in significant experience Don’t learn on the job
  • 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. 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. 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. 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. 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. 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. 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. • 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

×