Based upon two reserach papers, I share some high-level organisational best practices of startup studios (also called company builders, venture studios, startup foundry, etc.)
The Startup Studio Playbook is the World's first professional book dedicated to startup studios, a.k.a. venture builders, startup factories. It is a book for entrepreneurs and innovators. Read about exciting case studies and best practices, discover how the startup studio model enables you to build startups easier
You will benefit from this book if you are interested in entrepreneurship or innovation. Startup studios are on the rise, quickly becoming the new trend in building startups. If done right, model enables you to build startups in a less risky and more cost-efficient way. Discover how this model can benefit you.
The main goal of the Startup Studio Playbook is to make startup studios more transparent, and make it easier to create and grow new studios. In this book you will learn about:
- Who are the founders behind the most exciting studios;
- How are are these organizations funded;
- Where do studios take the idea for their startups;
- How startup studio organize their team and operations;
- What are the spin-off and exit strategies;
- What are the pros and cons of the model;
- How different startup studios operate across the Globe;
- How corporations can leverage the benefits of the model;
- How you can build your own startup studio?
Find out more:
http://www.startupstudioplaybook.com/
Get the book. Use the offer code 'earlybird' to get a discount.
https://gumroad.com/l/startupstudioplaybook
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Startup Studios - Innovating Innovation White Paper Select Slides by EnhanceAlper Celen
Select visuals and graphs from Enhance's white paper on Startup Studios aka Venture Builders. The visuals include
Need for More Human Capital
History of Startup Studios
Startup Studio Trends
Betaworks Case Study
Startup Studio Design Parameters
Information about Enhance and the Authors Alper Celen and Ritesh Tilani
You can download the full white paper at www.enhance.online
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
This presentation will introduce you to the fundamentals of raising capital for venture builders, startup studios. Compared to raising capital for a single startup, the fundraising process is more challenging. Because you are raising money for an organization that will be active participant in building up an entire batch or batches of startups. So you have to show to your investors that you have:
+ A studio leadership team with the power to build an entire portfolio of ventures;
+ The right financial-organizational structure that matches the goals;
+ A coherent vision and venture building thesis;
+ Viability of your approach supported by benchmarks;
+ Strong portfolio of startups and ideas in your pipeline.
This presentation will help you understand the basics of how to build up your fundraising approach.
If you need more help, reach out and I will guide you in:
+ Structuring your venture builder and fundraising strategy;
+ Assess your current material and identify gaps and risks;
+ Preparing for a successful investor meeting;
Attila Szigeti
https://www.attilaszigeti.com/
The Startup Studio Playbook is the World's first professional book dedicated to startup studios, a.k.a. venture builders, startup factories. It is a book for entrepreneurs and innovators. Read about exciting case studies and best practices, discover how the startup studio model enables you to build startups easier
You will benefit from this book if you are interested in entrepreneurship or innovation. Startup studios are on the rise, quickly becoming the new trend in building startups. If done right, model enables you to build startups in a less risky and more cost-efficient way. Discover how this model can benefit you.
The main goal of the Startup Studio Playbook is to make startup studios more transparent, and make it easier to create and grow new studios. In this book you will learn about:
- Who are the founders behind the most exciting studios;
- How are are these organizations funded;
- Where do studios take the idea for their startups;
- How startup studio organize their team and operations;
- What are the spin-off and exit strategies;
- What are the pros and cons of the model;
- How different startup studios operate across the Globe;
- How corporations can leverage the benefits of the model;
- How you can build your own startup studio?
Find out more:
http://www.startupstudioplaybook.com/
Get the book. Use the offer code 'earlybird' to get a discount.
https://gumroad.com/l/startupstudioplaybook
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Startup Studios - Innovating Innovation White Paper Select Slides by EnhanceAlper Celen
Select visuals and graphs from Enhance's white paper on Startup Studios aka Venture Builders. The visuals include
Need for More Human Capital
History of Startup Studios
Startup Studio Trends
Betaworks Case Study
Startup Studio Design Parameters
Information about Enhance and the Authors Alper Celen and Ritesh Tilani
You can download the full white paper at www.enhance.online
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
This presentation will introduce you to the fundamentals of raising capital for venture builders, startup studios. Compared to raising capital for a single startup, the fundraising process is more challenging. Because you are raising money for an organization that will be active participant in building up an entire batch or batches of startups. So you have to show to your investors that you have:
+ A studio leadership team with the power to build an entire portfolio of ventures;
+ The right financial-organizational structure that matches the goals;
+ A coherent vision and venture building thesis;
+ Viability of your approach supported by benchmarks;
+ Strong portfolio of startups and ideas in your pipeline.
This presentation will help you understand the basics of how to build up your fundraising approach.
If you need more help, reach out and I will guide you in:
+ Structuring your venture builder and fundraising strategy;
+ Assess your current material and identify gaps and risks;
+ Preparing for a successful investor meeting;
Attila Szigeti
https://www.attilaszigeti.com/
Building Startups: the "3rd co-founder model"eFounders
Among the myriad of types of structures breeding startups (incubators, accelerators, etc.), a new successful model has emerged: the startup studio. Brand new, this model is already controversial, as show the announced IPO of Rocket Internet. Here is how we see the startup studio model: as being a 3rd co-founder. You can reed the full version on our blog: http://efounders.co/blog/startup-studio-the-3rd-co-founder-model/
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
We covered:
1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
Laicos is a technology Startup Studio led by Ryan Negri and Kyle Matthews. With 20 years combined operational and startup experience, Negri and Matthews want to shape the up-and-coming startup ecosystem of Tampa, Florida, developing their own ideas to create a new tech hub of innovation and entrepreneurship.
A “Startup Studio” is a structure whose aim is to repeatedly build products into companies. Thanks to its infrastructure and resources, a startup studio increase a product’s chance of success and optimize its creation and growth.
The difference between incubators/accelerators and Startup Studios is the vested human capital involved around an idea. At the core of the startups studio model are dedicated teams helping business ideas develop into beautiful products and successful companies.
Laicos’ flagship inaugural product, Fuse, is a social media management platform for the consumers and power users, with a simple price model and a clean and attractive UI. In addition, Laicos is developing four additional products: BusFinder, currently in beta version, an app utilizing data from the Tampa Public Transportation System; $1Market, to offer many different services to users for $1 dollar/mo, Order to Seat, for fans to order food to their seat while at a stadium or arena, and FoodStops, a food truck tracking app for consumers and marketing platform for vendors. In 20I7, we plan to work with other founders to help turn their ideas into reality.
Venture Studios - The Future of Venture Capital and Startup CreationJazeerJamal3
This white paper provides a comprehensive analysis
of the venture studio model, highlighting its key
operational elements and distinguishing it from
other ecosystem enablers. Through this analysis,
readers will gain a thorough understanding of the
venture studio model's potential to transform the
entrepreneurial landscape. The paper aims to
demonstrate the effectiveness of the venture studio
model and showcase how it can serve as a
game-changing innovation engine.
Presentation about Startup Factory - organization for developing the entrepreneurial ecosystem and IT community. Check out mission, goals, activities, achievements, results and contacts.
Hera LABS is a business accelerator Helping Entrepreneurs Rapidly Accelerate through workshops, accountability groups, LABS (intense sessions of business launch & growth), and consulting. This pitch deck is a template entrepreneurs can use to prepare for angel investing meetings or general investor meetings. Every angel investor is a bit different in what they are looking for, but with this outline, you can be well prepared for those high level questions. Some angel groups require less or more information, so please check requirements before using this outline. This investor pitch deck is meant to guide entrepreneurs through the basics of a pitch, give real-life examples of companies (big and small) who do it / did it right in every topic of the pitch deck. Hope this is useful.
How to define and position your VC brand to attract funding and dealflow.
* note: more recent updated version below:
https://www.slideshare.net/dmc500hats/branding-strategies-for-better-dealflow-and-fundraising-aka-the-helpful-vc
Guest lecture corporate venture capital (herman kienhuis)Herman Kienhuis
Guest Lecture about Corporate Venture Capital by Herman Kienhuis for Corporate Venturing course, MSc Business Administration, Amsterdam Business School (University of Amsterdam - UvA)
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...J. Skyler Fernandes
Take the online video course on Udemy:
https://www.udemy.com/course/the-best-startup-investor-pitch-deck/?referralCode=A5ED0FBD65120A93A16E
3.5+hrs of video content, walking step by step each part of the pitch, with personal VC stories, examples, and advice.
The "Best" Startup Investor Pitch Deck is an aggregation of some of the best pitch decks and wisdom from some of the top angels, VCs, and entrepreneurs including my own person insight/experience. The slide deck includes a template for entrepreneurs to use to present to investors, with details on what should be addressed on each slide. There are also additional slides on how best to pitch to investors effectively, how to design and format slides, and what to do before the pitch.
The presentation is about minimum viable product, what is it, why is it important and how to build it. In the presentation you can find many ideas that will help you with the build, measure and learn loop.
The second part of the presentation is about pivoting. Pivots are fundamental changes in business strategy and very important part of avoiding the big failure without learning or even worse becoming a zombie company.
A presentation on The Art of Pitching by Kashyap Pandya - Founder & Director of Syncoro Ventures Pvt Ltd. The presentation covers the key points to be included in your pitch deck while presenting it to the prospective investors.
FasterCapital is an incubator that is offering a unique model of cofunding and cofounding. FasterCapital will become the technical cofounder and invests 50% of the money needed.
How To Create The Perfect Start-Up Pitch Deck The right Way for Entrepreneurs || From a VC perspective
Founders who deeply follow those recommendations will have better chance to build a defining pitch deck for VCs.
If you think you have a good pitch, send it through my way at eharfouche@polytechventures.ch
Roles of a Corporate Innovation Unit - ECSI FrameworkECSI
Corporate innovation efforts at large companies often lack a clear mission
Recently, more and more companies are setting up a Corporate Innovation Unit (CIU) or similar responsibilities attached to other titles …
… however, in many situations the CIU’s role is unclear and lacks a framework to design its future state and its efforts
At the European Center for Strategic Innovation (ECSI), we have researched on the role of successful Corporate Innovation Units across various industries
Drawing on our research and consulting work, we have developed a framework that breaks the CIU’s mission down into some specific roles – or “jobs” – and provides a way to decide on what role to play, or not, and how
Building Startups: the "3rd co-founder model"eFounders
Among the myriad of types of structures breeding startups (incubators, accelerators, etc.), a new successful model has emerged: the startup studio. Brand new, this model is already controversial, as show the announced IPO of Rocket Internet. Here is how we see the startup studio model: as being a 3rd co-founder. You can reed the full version on our blog: http://efounders.co/blog/startup-studio-the-3rd-co-founder-model/
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
We covered:
1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
Laicos is a technology Startup Studio led by Ryan Negri and Kyle Matthews. With 20 years combined operational and startup experience, Negri and Matthews want to shape the up-and-coming startup ecosystem of Tampa, Florida, developing their own ideas to create a new tech hub of innovation and entrepreneurship.
A “Startup Studio” is a structure whose aim is to repeatedly build products into companies. Thanks to its infrastructure and resources, a startup studio increase a product’s chance of success and optimize its creation and growth.
The difference between incubators/accelerators and Startup Studios is the vested human capital involved around an idea. At the core of the startups studio model are dedicated teams helping business ideas develop into beautiful products and successful companies.
Laicos’ flagship inaugural product, Fuse, is a social media management platform for the consumers and power users, with a simple price model and a clean and attractive UI. In addition, Laicos is developing four additional products: BusFinder, currently in beta version, an app utilizing data from the Tampa Public Transportation System; $1Market, to offer many different services to users for $1 dollar/mo, Order to Seat, for fans to order food to their seat while at a stadium or arena, and FoodStops, a food truck tracking app for consumers and marketing platform for vendors. In 20I7, we plan to work with other founders to help turn their ideas into reality.
Venture Studios - The Future of Venture Capital and Startup CreationJazeerJamal3
This white paper provides a comprehensive analysis
of the venture studio model, highlighting its key
operational elements and distinguishing it from
other ecosystem enablers. Through this analysis,
readers will gain a thorough understanding of the
venture studio model's potential to transform the
entrepreneurial landscape. The paper aims to
demonstrate the effectiveness of the venture studio
model and showcase how it can serve as a
game-changing innovation engine.
Presentation about Startup Factory - organization for developing the entrepreneurial ecosystem and IT community. Check out mission, goals, activities, achievements, results and contacts.
Hera LABS is a business accelerator Helping Entrepreneurs Rapidly Accelerate through workshops, accountability groups, LABS (intense sessions of business launch & growth), and consulting. This pitch deck is a template entrepreneurs can use to prepare for angel investing meetings or general investor meetings. Every angel investor is a bit different in what they are looking for, but with this outline, you can be well prepared for those high level questions. Some angel groups require less or more information, so please check requirements before using this outline. This investor pitch deck is meant to guide entrepreneurs through the basics of a pitch, give real-life examples of companies (big and small) who do it / did it right in every topic of the pitch deck. Hope this is useful.
How to define and position your VC brand to attract funding and dealflow.
* note: more recent updated version below:
https://www.slideshare.net/dmc500hats/branding-strategies-for-better-dealflow-and-fundraising-aka-the-helpful-vc
Guest lecture corporate venture capital (herman kienhuis)Herman Kienhuis
Guest Lecture about Corporate Venture Capital by Herman Kienhuis for Corporate Venturing course, MSc Business Administration, Amsterdam Business School (University of Amsterdam - UvA)
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...J. Skyler Fernandes
Take the online video course on Udemy:
https://www.udemy.com/course/the-best-startup-investor-pitch-deck/?referralCode=A5ED0FBD65120A93A16E
3.5+hrs of video content, walking step by step each part of the pitch, with personal VC stories, examples, and advice.
The "Best" Startup Investor Pitch Deck is an aggregation of some of the best pitch decks and wisdom from some of the top angels, VCs, and entrepreneurs including my own person insight/experience. The slide deck includes a template for entrepreneurs to use to present to investors, with details on what should be addressed on each slide. There are also additional slides on how best to pitch to investors effectively, how to design and format slides, and what to do before the pitch.
The presentation is about minimum viable product, what is it, why is it important and how to build it. In the presentation you can find many ideas that will help you with the build, measure and learn loop.
The second part of the presentation is about pivoting. Pivots are fundamental changes in business strategy and very important part of avoiding the big failure without learning or even worse becoming a zombie company.
A presentation on The Art of Pitching by Kashyap Pandya - Founder & Director of Syncoro Ventures Pvt Ltd. The presentation covers the key points to be included in your pitch deck while presenting it to the prospective investors.
FasterCapital is an incubator that is offering a unique model of cofunding and cofounding. FasterCapital will become the technical cofounder and invests 50% of the money needed.
How To Create The Perfect Start-Up Pitch Deck The right Way for Entrepreneurs || From a VC perspective
Founders who deeply follow those recommendations will have better chance to build a defining pitch deck for VCs.
If you think you have a good pitch, send it through my way at eharfouche@polytechventures.ch
Roles of a Corporate Innovation Unit - ECSI FrameworkECSI
Corporate innovation efforts at large companies often lack a clear mission
Recently, more and more companies are setting up a Corporate Innovation Unit (CIU) or similar responsibilities attached to other titles …
… however, in many situations the CIU’s role is unclear and lacks a framework to design its future state and its efforts
At the European Center for Strategic Innovation (ECSI), we have researched on the role of successful Corporate Innovation Units across various industries
Drawing on our research and consulting work, we have developed a framework that breaks the CIU’s mission down into some specific roles – or “jobs” – and provides a way to decide on what role to play, or not, and how
Open Innovation And strategy includes the Long term growth of the company in which industries/technologies a firm wants to be active – new business development
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
Open innovation is much more than just running a hackathonAndrea Boeri
Open Innovation has become a good source of competitive advantage for a growing number of established companies in the world. But what could be included in the Open Innovation perimeter?
To try and answer this question, this short presentation will cover the wide set of possible goals and approaches related to Open Innovation. They are associated with growing degrees of corporate commitment and expected benefits, ranging from exposure through one-off events all the way to structured partnerships between companies and startups, up to corporate investments in startups.
Based on a growing body of international experiences, it appears today possible to envisage more effective roadmaps and organizational solutions to effectively engage startups. It still remains a delicate act, which requires a lot of attention and skills on both sides.
Effective design of innovation labs by andrea boeri august 2019Andrea Boeri
This short presentation illustrates a few findings about how to effectively design an innovation lab (or innovation center, or innovation factory), whose mission is to find new ideas and pursue innovations related to technologies and/or business models.
Innovation labs can be a very powerful tool. However, they cannot properly function in isolation, but should be seen as a key part of the overall corporate innovation strategy and framework.
Senior Seminar in Business AdministrationBUS 499 Strategic.docxedgar6wallace88877
Senior Seminar in Business Administration
BUS 499
Strategic Entrepreneurship
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Strategic Entrepreneurship.
Please go to the next slide.
Objectives
Upon completion of this lesson, you will be able to:
Analyze strategic entrepreneurship and corporate entrepreneurship.
Upon completion of this lesson, you will be able to:
Analyze strategic entrepreneurship and corporate entrepreneurship.
Please go to the next slide.
Supporting Topics
Entrepreneurship and Entrepreneurial Opportunities
Innovation
Entrepreneurs
International Entrepreneurship
Internal Innovation
Implementing Internal Innovation
Innovation Through Cooperative Strategies
Innovation Through Acquisitions
Creating Value Through Strategic Entrepreneurship
In order to achieve this objective, the following supporting topics will be covered:
Entrepreneurship and entrepreneurial opportunities;
Innovation;
Entrepreneurs;
International entrepreneurship;
Internal innovation;
Implementing internal innovation;
Innovation through cooperative strategies;
Innovation through acquisitions; and
Creating value through strategic entrepreneurship.
Please go to the next slide.
Entrepreneurship and Entrepreneurial Opportunities
Definition
Entrepreneurial Opportunities
Essence of Entrepreneurship
Entrepreneurship is the process by which individuals or groups identify and pursue entrepreneurial opportunities without being immediately constrained by the resources they currently control.
Entrepreneurial opportunities are conditions in which new goods or services can satisfy a need in the market. These opportunities exist because of competitive imperfections in markets and among the factors of production used to produce them or because they were independently developed by entrepreneurs. Entrepreneurial opportunities come in a host of forms such in a new market. Firms should be receptive to pursuing entrepreneurial opportunities whenever and wherever they may surface.
The essence of entrepreneurship is to identify and exploit entrepreneurial opportunities; that is, opportunities others do not see or for which they do not recognize the commercial potential.
Please go to the next slide.
Innovation
Invention
The act of creating or developing a new product or process
Innovation
The process of creating a commercial product from an invention
Imitation
The adoption of a similar innovation by different firms
Innovation is a key outcome firms seek through entrepreneurship and is often the source of competitive success, especially in turbulent, highly competitive environments.
Firms engage in three types of innovative activity:
Invention is the act of creating or developing a new product or process.
Innovation is the process of creating a commercial product from an invention. Innovation begins after an invention is chosen for development. Thus, an invention brings something new into being, wh.
Translation by Tania Patel. Sponsored by Concorde.nl
NEW Leadership is Servant-Leadership. This is the future!
Leaders should manage others based on trust, not power and control.
• They should collaborate with employees in the company to determine targets and moral values, and should allow teams to determine their own targets.
• They should practice collegial management, i.e. they should consult other managers and supervisors.
• They should ensure company teams are diverse, and be willing to accept statutory quota in order to achieve this diversity.
Organisation Effectiveness Assessment looks at some diagnostic models that can help diagnose the problems of organisations and how to find solutions to such problems. Consults need to have skills in how to assess organisations for change, efficiency or funding in the case of non-profit organisations.
The Slides cover:
1. What is an organisation?
2. The Open Systems Model
3. What is organisational effectiveness?.
4. Approaches to measuring organisational effectiveness
5. What is organisational Analysis?
6. Organisational Analysis Cycle
7. Purposes and perspectives of organisational analysis.
8. Data Collection Methods. (Imagery; questionnaire; interviews;Observation;Focus groups; Secondary material, etc.
9. Advantages and Disadvantages of Data Collection Methods
10.Use of appropriate organizational diagnostic models to assess organisations.
a. Kurt Lewin’s Force Field Model;
b. Likert’s Management System Model;
c. McKenzie’s 7S Model;
d. Weisbord 6-Box Model
11. Organisational Capacity Assessment Tools (OCAT).
a. Why conduct Organisational Capacity Assessment?
b. Organisational Capacity Assessment Process;
c. Application of an OCAT Tool
Writing an Organisational Assessment Report.
Similar to Organisational Best Practices of Startup Studios (20)
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Organisational Best Practices of Startup Studios
1. Organisational Best Practices
of Startup Studios
Taking a look at „Startup Studios“ from an academic perspective
December 2018
Tobias Gutmann – tobias.gutmann@hhl.de
2. Tobi Gutmann / HHL / 2
Disclaimer: This presentation is based upon two published research
papers which are all available online
Harmonizing corporate venturing modes: an integrative
review and research agenda – published in “Management
Review Quarterly”
Gutmann, T. Manag Rev Q (2018). https://doi.org/10.1007/s11301-
018-0148-4
Publisher Name: Springer International Publishing
Print ISSN: 2198-1620 Online ISSN: 2198-1639
Organizational best practices of company builders – a
qualitative study – published in “Research Journal / International
School of Management”
Rathgeber, Philipp; Gutmann, Tobias; Levasier, Maximilian (2017).
https://www.ism.de/images/downloads/research-journal-2017.pdf
Publisher Name: International School of Management
Research
Paper
#1
Research
Paper
#2
3. Tobi Gutmann / HHL / 3
This presentation was held at the International Startup Seminar within my role
of doctoral researcher at the HHL Leipzig Graduate School of Management
• The International Startup Seminar took place on the
19.12.2018 in Sophia Antipolis, France.
• Tobias Gutmann, an external Ph.D. candidate at the
HHL Graduate School of Management, was invited to
provide organizational Best Practices of Startup
Studios.
• The Seminar was organized by the SCS Cluster
(Secured Communicating Solutions) which brings
together the major players in microelectronics,
telecommunications and software, services and uses
of ICT in the French Provence Alpes Côte d’Azur
region.
• SCS brings together an ecosystem of more than 300
industrial players, large multi-national groups, SMEs
and startups, research laboratories and leading
universities in their fields.
4. Tobi Gutmann / HHL / 4
We unveil organizational best practices by taking a look
at Startup Studios from an academic perspective
1
Corporate Venturing
Baselining: Shedding light on corporate mechanisms which
accelerate innovation and new business creation
2
Startup Studios
Contextualizing: Launching new ventures based on a systematic
venture creation process
3
Organizational Best Practices of Startup Studios
Deep Diving: Presenting some insights from our case study
research on Startup Studios
5. Tobi Gutmann / HHL / 5
We unveil organizational best practices by taking a look
at Startup Studios from an academic perspective
1
Corporate Venturing
Baselining: Shedding light on corporate mechanisms which
accelerate innovation and new business creation
2
Startup Studios
Contextualizing: Launching new ventures based on a systematic
venture creation process.
3
Organizational Best Practices of Startup Studios
Deep Diving: Presenting some insights from our case study
research on Startup Studios
6. Tobi Gutmann / HHL / 6
The definitional basics of corporate venturing are necessary to pave the way
for a mutual understanding and delineations to other research fields
Definition of
Corporate Venturing
Burgelman, 1983 Corporate venturing refers to the investment in opportunities that are new to a corporation
Markham et al.,
2005
Strategic mechanism to attract, qualify, and monetize value from assets that originate
externally and/or are beyond a clear fit with the organization's existing strategic focus
Narayanan et al.,
2008
CV is the set of organizational systems, processes and practices that focus on creating
businesses in existing or new fields, markets or industries—using internal and external
means
We define Corporate Venturing as corporate mechanisms to accelerate innovation and new business creation
7. Tobi Gutmann / HHL / 7
We introduced a coherent corporate venturing framework along the
prioritization of objectives and the direction of innovation flow
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Dimensions of Corporate Venturing Framework
Prioritization
of Objectives
Direction of
Innovation
Flow
Corporate Venturing can be successful, when …
• there is a coherent corporate strategy,
• clear goals,
• a structure to deliver on them, and thus
• clarity on how the corporation plans to create,
capture and deliver value
• Innovation is the single common theme
underlying all forms of corporate venturing
• Corporate venturing already has been linked
to open innovation research
• Direction of innovation flow has been used
as a dimension to describe rather unexplored
forms of corporate venturing
Source: Gutmann (2018)
8. Tobi Gutmann / HHL / 8
We unveil organizational best practices by taking a look
at Startup Studios from an academic perspective
1
Corporate Venturing
Baselining: Shedding light on corporate mechanisms which
accelerate innovation and new business creation
2
Startup Studios
Contextualizing: Launching new ventures based on a systematic
venture creation process
3
Organizational Best Practices of Startup Studios
Deep Diving: Presenting some insights from our case study
research on Startup Studios
9. Tobi Gutmann / HHL / 9
Examples
The 'Venture Builder' creates new business validating and executing new
business models outside of the corporate boundaries
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Venture Builder
Description
• Corporations actively engage in the following activities:
• spinning off businesses
• engaging in joint ventures or joint business
endeavors
• supporting a company's network of customers,
suppliers and complementary business
• Activities of this type serve as explorative vehicles to
validate and execute new business models outside of
the corporate boundaries, mostly within new separate
organizational entities.
• Company Builder (Excubator, Venture Builder, Venture
Studio, Startup Studio)
• Spin off
• Joint Venture
Source: Gutmann (2018)
10. Tobi Gutmann / HHL / 10
Source: Köhler & Baumann (2015)
Applying an organizational perspective, company builders can be distinguished
from traditional incubator models along the market-hierarchy spectrum
While traditional incubators lean toward the market end of the market-hierarchy spectrum, company builders
are true hybrid organizations in that new ventures are assembled and scaled up in a centrally-coordinated manner
Market Hierarchy
Decentralized Ownership
Autonomous Decisions
Output-based Rewards
Fixed-term Collaboration
Centralized Ownership
Centralized Orchestration
Input-based Rewards
Open-ended Collaboration
Company BuildersTraditional Incubators
11. Tobi Gutmann / HHL / 11
We unveil organizational best practices by taking a look
at Startup Studios from an academic perspective
1
Corporate Venturing
Baselining: Shedding light on corporate mechanisms which
accelerate innovation and new business creation
2
Startup Studios
Contextualizing: Launching new ventures based on a systematic
venture creation process.
3
Organizational Best Practices of Startup Studios
Deep Diving: Presenting some insights from our case study
research on Startup Studios
12. Tobi Gutmann / HHL / 12
Organization
• How are “startup studios” organized/structured?
• Which teams/departments are there?
• What tasks and competencies do they need?
Process
• How do startup studios organize the process from
“ideation to exit”?
Additional Interesting topics
• What are success factors of startup studios?
• What are challenges of startup studios?
The research design was based on the Venture Creation Framework of
Gartner (1985) with a focus on Organization and Process
Framework to describe the emergence of new ventures
(Gartner 1985) with a focus on Organization and Process
Out of Research Scope
Scope of Research
Individual(s)
Process
Environment Organization
Emergence of
new ventures
13. Tobi Gutmann / HHL / 13
Organization
In terms of organizational structure our data revealed that startup studios feature
either functional or matrix organizations depending on organizational size
• The differentiated structural approaches are not
related to different organizational strategies
pursued but are a mere matter of organizational
size
• Startup Studios with less than 50 employees do
not have the resources to provide a breadth of
services, offer depth of specializations, and
dedicated project team staffing resulting in line-
organizations
• Larger startup studios (with more than 50
employees) temporarily allocate dedicated
resources with specialist back-grounds to the
venture projects resulting in matrix-organizations.
• We also find that regardless of company size,
startup studios tend not to be “culturally”
hierarchical.
We mapped organizational structures of
startup studios …
…
… and analyzed their differentiated
structural approaches
14. Tobi Gutmann / HHL / 14
…
Process
We mapped the venture creation processes of startup studios first on a
standalone basis before we proceeded with a cross-case comparison of the cases
We also mapped startup studio‘s processes
from ideation to exit…
… and developed a combined process that
unitedly describes the procedural approach
15. Tobi Gutmann / HHL / 15
Company Building at Rocket Internet followed a highly standardized process,
unlocking learning curve advantages and synergies across the portfolio
LocalCentral
KICKOFF
Day 0
Design website & app
MVP web & apps
Marketing channels
CRM tools
Data-Warehouse
Legal entities, brand & domains, accounting
Rocket Operations Management Systems
Sales and Business Development processes
Call center and local support
Ventures Operationally Independent in < 200 Days
Landing pages, onsite search, onsite sorting, personalization,
multivariate testing
Iteration of product, agile development focusing on stability, security and
speed
Targeting, creative, bidding, with maximum granularity (e. g. keyword
level) and optimization of CAC vs. CLV
Segmentation, lifecycle management, content, automatization
Daily, weekly and monthly KPI reporting for Marketing, CRM, Sales,
Customer Care, Ops, etc.
Financial reporting & controlling, compliance
Improving efficiency in operations
Focusing on daily management of sales and business development
funnel in SalesForce
Increasing Net Promoter Scores
Capability to Launch a New Venture in < 100 Days
INDEPENDENCE
Day 200
LAUNCH
Day 100
Set up Rocket Best Practices Reporting & Optimization
Product & UX
Engineering
Marketing
CRM
Business Intelligence
Legal & Finance
HR
Operations
Sales
Customer Care
Continuous recruiting of central and local founders, 2nd level management talent and functional experts
Process (Example)
16. Tobi Gutmann / HHL / 16
Process
The aggregated venture creation process of our startup studio sample can be
divided into seven steps
Company Builder Founder Team
Solution
Validation
Problem
Validation
Marked
Exploration
Problem
Identification
Focus &
Framework
Conditions
GrowthOptimizationPhase
Responsibility
• Once the founder team has been recruited, its responsibility is increasing over time.
• The startup studio itself gradually draws back from the decision-making and operations of the portfolio company.
• Collaboration only happens when needed but still there is an ongoing mentoring and coaching relationship.
• Additionally, financial controlling is conducted by the startup studio.
17. Tobi Gutmann / HHL / 17
Additional Interesting topics
Before exploring the market deeper, validate the problem and recruit
founders, ask yourself these four questions
:
Proximity
Is the business idea close enough to the startup studio’s strategy?
Feasibility
Is the business idea feasible within the startup studio context?
(technology, resources, know-how, market access)
Significance
Does the business idea address unresolved and significant customer problems?
Potential
Is the addressable market large enough to start a new company?
18. Tobi Gutmann / HHL / 18
Thank you! Live long and prosper!
Tobi Gutmann
External Ph.D. Candidate in Strategic Management and
Digital Entrepreneurship, HHL Leipzig Graduate School of
Management, Leipzig, Germany
Tobias.Gutmann@HHL.de
https://www.linkedin.com/in/tobigutmann/
20. Tobi Gutmann / HHL / 20
Examples
The 'Internal Explorer' aims to develop and foster entrepreneurial spirit and
encourage corporate employees to develop internal ventures
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Internal Explorer
Internal Explorer
Description
• Corporation actively nurtures and grows internal
opportunities, thus over time, these opportunities
become sources of growth
• New venture development can be pursued within or
outside the core business.
• Funding of such activities usually comes from a captive
fund, which can be described as an internal venture
capital fund, managed by employees, owned by the
corporation and funded with corporate resources
• Idea challenges, internal hackathons, bootcamps
• Microsoft Hackathon
5
21. Tobi Gutmann / HHL / 21
Examples
The 'Intrapreneur' describes the phenomenon of
Intra-Corporate Entrepreneurship
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Intrapreneur
Intrapreneur
Description
• Employees internally generate, develop and
commercialize ideas within or outside the domain of the
corporation using internal resources in order to
generate and accelerate innovation and business
• Activities aim to pursue primarily strategic objectives
following an inside-out innovation flow
• Activities are inherently exploration-orientated and
internal
• Generally, these new venture opportunities are directly
funded through operating or strategic budgets
• Corporate Incubator
• Airbus Bizlab
5
22. Tobi Gutmann / HHL / 22
Examples
The 'External Explorer' strategically bridges the gap between
corporations and startups making external innovations accessible
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: External Explorer
External Explorer
Description
• Exploring strategic activities that arise outside the
boundaries of the corporation, where thus innovation
flows outside-in
• It encompasses all activities which help making use of
the potential value beyond the horizon of a company
bridging the gap between themselves and the startup
world
• This represents explorative models of engaging with
startups or other external partners to support innovation
and technology orientated entrepreneurial growth
• Startup Collaboration, Venture Client, Equity-free
Corporate Accelerator
• BMW Startup Garage
5
23. Tobi Gutmann / HHL / 23
Examples
The 'Educator' provides training and education programs to employees
to to create a more entrepreneurial culture
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Educator
Educator
Description
• Corporations invest in internal business opportunities in
order to create a more entrepreneurial culture
• This can have both financial and strategic reasons
• Aiming to drive innovation, creativity and calculated risk-
taking of employees, corporations provide training and
education programs.
• Innovation trainings
• GE FastWorks
5
24. Tobi Gutmann / HHL / 24
Examples
The 'Venture Builder' creates new business validating and executing
new business models outside of the corporate boundaries
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Venture Builder
Venture Builder
Description
• Corporations actively engage in the following activities:
• spinning off businesses
• engaging in joint ventures or joint business
endeavors
• supporting a company's network of customers,
suppliers and complementary business
• Activities of this type serve as explorative vehicles to
validate and execute new business models outside of
the corporate boundaries, mostly within new separate
organizational entities.
• Company Builder, Excubator, Spin off, Joint Venture
• WattX (Viessmann)
5
25. Tobi Gutmann / HHL / 25
Examples
The 'Strategic Investor' performs strategic equity or equity-linked
investments in young, privately held companies
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Strategic Investor
Strategic Investor
Description
• Overall, those activities are related to Corporate
Venture Capital
• They can incorporate various forms being described
differently, e.g. as direct-external venturing, corporate
accelerators, enabling or emerging investments
• While the corporation can access new business models,
capabilities, markets or technologies, it simultaneously
participates in the success of the company it has
invested in.
• Corporate Venture Capital, Corporate Accelerator, (M&A)
• BASF Venture Capital
5
26. Tobi Gutmann / HHL / 26
Examples
The 'Exploiter' focuses on exploiting the company's resources to
optimize its endeavors of new business creation and innovation
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Exploiter
Exploiter
Description
• Main focus is on exploiting the company's resources
to optimize its endeavors of new business creation and
innovation.
• It is aimed to derive financial profit by leveraging
industry expertise and channels as well as improving
performance
• Efficiently providing internal mechanisms to manage
the interfaces and the flows of financial and other
resources to develop radical innovations.
• Excellence Programs, Venture Optimization Programs
• Procter & Gamble Connect + Develop
5
27. Tobi Gutmann / HHL / 27
Examples
The 'Commercializer' increases the company’s cash resources by
harvesting existing intellectual property or other assets
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Commercializer
Commercializer
Description
• Pure financially orientated CV activities with innovation
flowing from the inside-out are exploiting the existing
company's assets with the aim of monetizing them.
• It is a way of leveraging assets such as patents,
technologies, managerial talent and license them or
spinning out businesses that do not fit into the corporate
strategy
• Commercialisation, Licensing, IP Trade Sales
• Siemens Technology Accelerator
5
28. Tobi Gutmann / HHL / 28
Examples
The 'Financial Investor' applies the independent venture capital model
to the corporate context solely for financial reasons
Corporate Venturing Framework along two dimensions
Direction of Innovation Flow
PrioritizationofObjectives
Inside-In Inside-Out Outside-In
Financial
Investor
Exploiter
Strategic
Investor
Commercializer
Venture
Builder
Educator
External
Explorer
Intrapreneur
Internal
Explorer
VII VIII IX
IV V VI
I II III
Balanced
Primarily
Financial
Primarily
Strategic
Introducing a coherent Corporate Venturing Framework: Financial Investor
Financial Investor
Description
• In this context, a corporation has several options:
• become a limiting partner of an external venture
capital fund
• invest in an internal corporate venture capital fund
managed by corporate employees
• syndicate with independent venture capital firms
• hire a venture capital firm to run a dedicated fund
where the corporation is the only investor
• invest in a targeted "pooled fund" with other investors
• Fund Investments, Pension Fund investments
• Sapphire
5
29. Tobi Gutmann / HHL / 29
Academic discussions of Corporate Venturing are framed within
Corporate Entrepreneurship research
Breakdown of Corporate Entrepreneurship
Source: Kuratko et al., 2015, Covin and Miles 1999; Hitt et al. 2001; Ireland et al. 2003; Ireland and Webb 2007; Morris et al. 2011.
Corporate
Entrepreneurship
Corporate
Venturing
Strategic
Entrepreneurship
External Venturing
Internal Venturing
Sustained Regeneration
Domain Redefinition
Organizational Rejuvenation
Business Model Reconstruction
Strategic Renewal
Description
Adoption of a new strategy
Introduction of a new product into an
existing category
Reconfiguration of existing product or
market categories
Internally focused innovation for
strategy improvement
Redesign of existing business model
Building blocks and logical breakdown of Corporate Entrepreneurship Research
New business creation that originates
within the corporate structure
New business creation that originates
outside the corporate structure
30. Tobi Gutmann / HHL / 30
Process
The aggregated venture creation process of our startup studio sample can be
divided into seven steps
31. Tobi Gutmann / HHL / 31
Process
Venture Creation processes have also been described before (Vogel 2016)
VENTURE OPPORTUNITY DEVELOPMENT & EXPLOITATION
Venture
Concep
t
Individual-Level Factors (Personality, Human Capital, Social Capital, etc.)
External Factors (Industry and Market Characteristics, Regulatory and Socio-Demographic Environment, etc)
TRIGGER
Ressource Push
and/or
Market Pull
and/or
Desire to Start
VENTURE IDEA GENERATION
Intentional
Idea Generation
Accidental
Discovery
Legacy
Ventur
e Idea
Path
Venture
Opportunit
y
Incubation Evaluation
Desirable
Feasible
Pivoting
Exploitaion
32. Tobi Gutmann / HHL / 32
Rocket Internet Platform
Rocket
Internet
Platform
Infrastructure
ProcessesTechnology
Rocket Network of
Companies
Infrastructure
Processes
Technology
Rocket Network of
Companies
• Proven business models
• Standardized Master-Launch-Process
• Highly structured best practices
• Centralized IP with regional execution
• Proprietary technology
• Same technical platforms
• Partnerships and framework agreements
• Predictable and repeatable
• Leveraging on country knowledge
• “never make the same mistake twice”
• Learning curve effect
• Deep technical and operational expertise
• Experience in world-class internet business