Corporations vs Start-ups: Applying Innovation
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This document discusses the differences between startups and corporations in their approach to innovation. It notes that startups are better able to rapidly test and build emerging technologies, while corporations focus more on scaling innovation to deliver business outcomes. It advocates that corporations partner with startups to gain access to new technologies and ideas, and discusses how one large company has successfully collaborated with startups through a process of discovery, piloting ideas, and deploying solutions. The document provides examples of startup partnerships in industries like retail, government, and telecommunications.
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Corporations vs Start-ups: Applying Innovation
- 2. / Applying innovation is like surfing. .. trying to catch the next wave of innovation rather than react to it.
- 3. / Explosive growth in start-ups 2,438 Today 35,343 This Month 467,735 This Year Start-up Britain - Tracker
- 4. / Making it hard to know what choices to make
- 5. 8 What technology is ready now? What’s coming next? and how to distinguish between the two?
- 6. 9 We distinguish between these by thinking of what’s available as sitting in one of three horizons Now New Next Technology Now NextNew Business Models Horizon 3 Change the Game Horizon 2 Create the New Horizon 1 Modernize the Core
- 7. / Before ‘what’ to innovate we always start with why.. Corporation Start-upTransparency
- 8. 4 / Are we on the same journey?
- 10. for Innovation Start-ups Strategic partners Academics Community 1. The Why 2. The How 3. The What
- 11. Discover emerging technologies and ideas Rapid build and test of emerging technology Scaling innovation to deliver business outcomes Repeatable innovation and sustainable way of working Why? How? What? 1 in 3 engagements are with start-ups
- 12. / It is critical to be able to be honest about the known and unknown to learn together. Known Unknown The beginning of knowledge is the discovery of something we do not understand. – Frank Herbert, American Author
- 13. / We do this by testing and learning. Showing innovation at speed, scale and certainty. QUALIFIED SOURCING SHORT LIST DEVISE PILOT (S) DEPLOY ROLLOUT 1-4 Weeks 1 Day 2-6 Weeks 3+ Months Innovation Challenge Set
- 14. / Ecosystem curation comes from various sources Sourcing & Experimenting with Early stage start-ups Validating & Implementing with Later stage scale-ups Strategy & Direction Integration, Growth & Transformation Setting guidelines and ways of working to improve start-up & corporate collaborations Emerging Partners Program
- 15. / Example journeys Government + Retail + Telco + DISCOVER DEVISE Consumer Products + DEPLOY 1-4 Weeks 3+ Months2-8 Weeks
- 16. / Discover - Retail Designer Outlet Operator DEVISE PILOT How do we increase customer footfall within our stores “ ” SHORT LIST QUALIFIED SOURCING
- 17. / Repeatable Discovery - HMRC 11 4 Define the sourcing criteria for the month Presented 4 – 6 Start-ups Shortlist Start-ups Introductions to Start-up Monthly Explore pilot projects Start-Up Introductions
- 18. 11% calls fail ID&V Each call costs 99P 6 weeks to gather insights Hybrid AI model 6 integrations Real-time results and analysis / A hybrid solution – Telco + start-ups + open ource
- 19. / Devise – Proof of Value
- 20. / Devise – Proof of Value
- 21. 21Copyright © Capgemini 2017 – Internal use only. All Rights Reserved. Co-op Retail | 2017 4 / Are you ready?
Editor's Notes
- There has been an unprecedented explosion in the number of technology start-ups innovating and disrupting the marketplace. These innovative businesses can act as a direct catalyst to growth. However the risks are real, the early stage nature of these ever changing, innovative businesses means that a robust approach to sourcing and piloting is required.
- 1 in 3 engagements are with start-ups not because we can, but because we should.
- http://guns.periscopic.com/?year=2013 “If a man will begin with certainties, he shall end in doubts; but if he will be content to begin with doubts, he shall end in certainties.” ― Francis Bacon, The Advancement Of Learning
- what an ecosystem can provide an organisation
- Initial list of business questions where new technology could help drive answers drafted through collaboration between Capgemini project team and centre team Initial list of questions reviewed and signed off by Erid Decouvelaere Questions briefed to ratings agency partner Early Metrics Early Metrics identifies and performs initial viability rating of longlist of companies with technology capable of answering identified questions Longlist reviewed with Capgemini team and companies selected to contact Input sought from centre team to shape definition of proposals Capgemini work with start-ups to fully brief on McArthurGlen’s requirements to arrive at initial proposals for pilot Initial proposals reviewed with project team Proposals to take forward selected Feedback from session to be communicated to start-ups Start-ups develop proposals based on feedback from first review Start-ups invited in to ‘pitch’ and demo technologies to project team, including presentation of full costs Final proposals to implement as pilots selected As a result of this process, a trial campaign with Fidzup is currently being developed with the Provence centre on a budget of approx. €13,000 euros on a cost-per-visit basis, to trial their platform and their ability to measure a conversion rate through the centre’s WiFi network.
- We need you to: Bring us leads Stay up to date with what is happening in the AIE Be clear on what your client want and their problems Engage with us early Join us if you are on the bench Be prepared to work with us to prepare sessions, it’s a collaborative process