The document discusses two options for corporations seeking to promote innovation: an accelerate program and an incubate program. The accelerate program sources promising ventures in a focused area and provides them funding and mentoring over 4-6 months to further develop their ideas. The incubate program sources ideas from universities and employees, selects 10-20 ventures to support with funding and business assistance. A sponsored intrapreneurship program allows corporations to directly sponsor new ventures housed at an incubator to give employees freedom to innovate while accessing corporate resources. Both options aim to expose corporations to cutting-edge ideas and potentially generate new partners or acquisitions.

1. Accelerate or Incubate?
James
Mathews
Director,
dLabs
+
Health
2.0
India
+
ElevateX

5. Accelerate or Incubate | Progress

6. Key
Differences
DuraCon
Business
Model
SelecCon
Cohort
Assistance
Accelerate or Incubate

9. Accelerate or Incubate

10. Curated Networks
Capital
Sharpening

11. Thema8c Accelera8on Program
How
will
it
work?
• DLabs,
Health
2.0
and
corporate
sponsor
agree
on
a
an
area
of
focus
• Together,
they
scan
the
environment
for
innovators
acCve
in
that
area
and,
through
mulCple
screens,
prioriCze
6-­‐8
ventures
that
hold
promise
and
are
of
strategic
interest
• Corporate
sponsor
invests
a
small
amount
in
each
venture
&
all
ventures
enter
the
Thema&c
Accelera&on
Program
• Over
the
next
4-­‐6
months,
business
support
and
mentoring
is
provided
by
Health
2.0
and
DLabs
Advantages:
• Corporates
currently
have
no
opCon
like
this
anywhere
in
the
world
–
someone
very
competent
and
resourceful
to
idenCfy
and
nurture
truly
disrupCve
ventures
which
are
of
strategic
interest
• Through
the
acceleraCon
phase,
the
sponsor’s
leadership
and
key
staff
are
exposed
to
cuWng-­‐
edge
innovaCon
in
their
respecCve
areas.
Depending
on
the
nature
and
extent
of
involvement,
they
may
also
become
a
bit
more
entrepreneurial
themselves
• At
the
end
of
the
AcceleraCon
period,
the
corporate
sponsor
is
presented
with
ventures
which
can
become
potenCal
partners,
acquisiCon
candidates,
or
simply
suppliers
to
plug
an
internal
gap
Corpora&ons
are
struggling
with
innova&on.
Most
truly
disrup&ve
ideas
are
squashed,
if
not
on
purpose,
then
by
the
design
of
the
organiza&on.
What
organiza&on
can
be
expected
to
priori&ze
a
venture
which
might
truly
prove
disrup&ve,
poten&ally
halving
its
revenues
or
worse?
Ideas
that
do
make
it
to
the
drawing
board
are
oFen
hampered
by
other
internal
barriers
such
as
poli&cal
infigh&ng.
Against
this
backdrop,
how
can
an
organiza&on
compete
against
innovators
that
are
free
to
do
what
they
need
to
succeed
and
move
as
fast
as
the
market
demands?

12. • Sourced
from
universi5es
as
well
as
the
general
community
• Some
may
be
sourced
internal
business
plan
compe55ons
• Incubator
will
priori5ze
and
accelerate
8-­‐12
ventures
• Sponsor
will
provide
some
seed
funding
• DLabs
&
Heatlh
2.0
will
provide
mentorship,
business
support,
etc
• Some
incubatees
will
graduate
and
leave
the
incubator
• Some
may
make
good
acquisi5on
candidates
or
partners
• Some
may
be
incubated
further
if
it
makes
sense
to
do
so
1000s
of
IDEAS
10-­‐20
Accelerated
Next
Steps
Thema8c Accelera8on Program

13. Sponsored Intrapreneurship Program (SIP)
How
will
it
work?
• DLabs,
Health
2.0
and
the
corporate
sponsor
brainstorm
different
ideas
which
might
hold
promise
• Corporates
sponsor
a
venture
by
puWng
in
seed
capital
and
some
human
resources
• The
venture
is
housed
at
DLabs
and
receives
the
full
support
of
the
incubator
Advantages:
• Currently
no
opCon
like
this
exists
anywhere
in
the
world
–
someone
very
competent
and
resourceful
to
work
hand-­‐in-­‐hand
with
them
to
help
them
launch
truly
disrupCve
ventures
• Sponsored
ventures
can
grow
in
the
nurturing
environment
of
the
incubator
while
being
managed
and
supported
by
the
corporate
sponsor
• Intrapreneurs
driving
this
effort
will
be
given
the
same
advantages
that
an
independent
entrepreneur
is
given
–
freedom
to
operate
and
make
decisions
quickly,
etc
–
while
also
geWng
the
advantages
of
being
associated
with
a
large
firm
–
access
to
mentoring
and
experCse
of
the
sponsor
-­‐-­‐-­‐
Truly
the
BEST
of
both
worlds!
Corpora&ons
are
struggling
with
innova&on.
They
know
they
need
to
innovate
but
can’t
priori&ze,
can’t
teach
it,
and
can’t
hire
or
retain
the
employees
that
are
good
at
it
Currently,
few
have
an
ability
to
support
employees
who
want
to
do
something
truly
entrepreneurial,
even
if
the
proposed
venture
can
help
the
corporate
itself
in
a
major
way.
Internal
barriers
and
poli&cal
reali&es
hamper
innova&on
efforts
from
the
get
go.
How
can
they
create
an
environment
to
allow
innova&on
to
thrive?

14. O
O
O
O
O
O
O
O
O
O
• MulCple
ideas
are
considered
• Through
brainstorming
sessions,
industry
scans,
etc
FILTER
O
O
• 1-­‐2
receive
a
green
signal
• Receive
seed
funding
• Key
staff
are
transiConed
into
venture
• Through
extensive
support
from
DLabs
and
Health
2.0,
ventures
are
nurtured
over
a
course
of
8-­‐12
months
• Goal
is
have
a
working
prototype
and
potenCally
the
first
customer
• At
the
end
of
the
period,
progress
is
measured
against
milestones
and
next
steps
are
decided
Sponsored Intrapreneurship Program (SIP)

15. Curated Match-­‐‑Making to High Potential Partner Opportunities
BUILD A STRONG CURATED OPPORTUNITY PIPELINE AND GET WARM INTRODUCTIONS TO STRATEGIC PARTNERS
Our
posiCon
in
the
marketplace
likely
puts
within
one
or
two
relaConship
degrees
of
separaCon
from
the
type
of
connecCons
that
will
quickly
help
DRL
build
a
potent
ecosystem
of
ideas,
startups,
entrepreneurs,
investors
and
other
source
networks.
We
will
establish
DRL
as
an
insider
to
opportuniCes
in
US,
Europe,
India,
Middle
East,
South
America
and
other
geographies.
We
will
advance
the
dialogue
with
WebMD
as
an
example
of
the
kind
of
catalyst
we
can
be
for
DRL.
The
goal
for
the
WebMD
dialogue
is
to
think
through
the
revenue
possibiliCes
that
could
arise
with
access
to
their
high
volume
of
traffic
coming
from
India.
IS DRL @ THIS EVENT? (WE ARE)
EXAMPLE OF CURATED PIPELINE

16. Insider Sliced View of Opportunities & Trends
SLICED VIEW OF GLOBAL TRENDS + IDEA + PARTNER + DEAL ECOSYSTEM
Gain
access
to
a
customized
world
view
via
the
trusted
advisor
&
key
collaborator
status
we
have
with
all
the
major
stakeholders
shaping
or
reporCng
on
global
opportuniCes
and
trends.
Customized
analysis
and
advice
to
drive
building
a
unified
New
Venture
ecosystem.
Over
Cme,
the
goal
will
be
to
posiCon
New
Ventures
(much
like
Qualcomm
or
J&J)
@
the
heart
of
the
global
digital
health
conversaCon.

18. Revenue
GeneraCng
Customers
DistribuCon
Partners
Key
Partners
Key
Employees
Access
to
Capital
Generate Leads

19. Accelerate or Incubate?
James
Mathews
Director,
dLabs
+
Health
2.0
India
+
ElevateX