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Business impact
through innovation
Managing Director Wayra
since February 2017
Personal Background
Born in Brasil grew up in Mexico
Father of two children ;)
Director TechFounders
accelerated over 56 high tech Startups
Founder of
one hardware and one AR company
Tech Consultant
ramping up Incubators and accelerators
Studied International Business
in Innsbruck and Barcelona
Get to know me
@MechVentura
@Christian Lindener
Companies which don’t
innovate will not survive.
Perpetual reinventation
CORE INNOVATION
Works with our internal assets to test
new technologies & products
OPEN INNOVATION
Looks for the best entrepreneurs to
accelerate our business
ALPHA
Focuses on moonshots which provide
disruption beyond our industry
Our area focuses on challenges where the nature of
the Project, the timeframe of the scope, cannot be
easily trackled by other teams
419STARTUPS
IN PORTFOLIO
118
TEF
FIT COMPANIES
+ €49M
TEF CURRENT PORTFOLIO
MARKET VALUE
€40M €1.2B
INVESTED BY THIRD
PARTIES IN STARTUPS
50
SUCCESFUL EXITS
INVESTED BY TEF
Wayra is the world’s most global,
connected & tech-driven Open
Innovation Hub.
Global
Network
Wayra is an
open ecosystem
+11 hubs
CORPORATES, GOV. &
PUBLIC INSTITUTIONS
OUR STARTUPS
OUR TECHNOLOGY
2 offices
in Silicon valley / Israel
+50 Open Future
spaces
HUBS
…
…
Global
Network
NEW
TECHNOLOGIES
INNOVATION HUBS
POCs
SEED
INVESTMENTS
$250- $500K
Series A+B – INNOVATION FUNDS
$1M – $10M
Corporate Venturing
Mature strategic scale ups
Disruption Pipeline
(Learning & implementation goals)
Top Champions
Startups where our
involvement makes
different
Early experiments
GLOBAL
DEALFLOW
Innovation Pipeline
Best performing startups in our portfolio with strong disruption potential
Top 40
B2B IOT, ML, ANALYTICS, GLOBAL DIGITAL PRODUCTS...
B2C MARKETING, MOVISTAR PLAY,
PRODUCT INTEGRATIONS…
Value proposition for innovation champions
Experimenting new ideas Go-To place in
ecosystem
Speed
Startups tend to be trailblazers into
new unproven market spaces and have
the ability to experiment, fail fast and
try again, often in rapid iterative cycles.
Our innovation hubs
are the meeting points for the
ecosystem.
By partnering with startups, corporations
can see signals or proof points faster on
testing of hypotheses..
Cost effective learning Open cooperation & global
network
Outside perspective
Taking on additional internal overhead
cost to research technology and new
business models in-house is not always
feasible.
We get open innovation
& are recognized as such globally. we
partner with corporates, vcs, institutions
and have global reach.
Fresh lenses can offer different approaches
to problem-solving or frame opportunities
differently. For example, a startup may
“mash-up” technologies in a new way or
apply a new business model that hasn’t
been tried before.
Startups
and corporations,
what a beautiful story
79%
of corporates have
already collaborated
with startups in some
way
83%
corporates assess collaboration
with startups as very or
extremely important
85%
of those who haven’t
are interested
…or not?
of corporates say that the
collaboration never created the
expected benefits
of corporates say that the
collaboration created the expected
benefits within one year
of corporates say that the collaboration
created the expected benefits within 2
years or more years
Existing approaches fall short!
NO business impact
Loss of time and money
Frustration throughout
GET INTERNALLY READY!
Prepare
… the organizational
structure, allocate
resources and define
internal process to
engage with start-ups
IDENTIFY YOUR GOLDEN NUGGETS! MAKE IT HAPPEN!
Match
… the startup´s
solution with your
organisation,
unlocking the full
potential for impact
Pragmatic approach geared towards
business impact
Realize
… tangible
business benefits
from your new
startup partner
Screen
… the global start-up
landscape with concrete
criteria in mind and
according to previously
defined search area
Validate
… the best fitting start-
ups in a thorough but
efficient process
No matter what
your are looking for.
It exists:
Marketing
Impact
Exploration
Internal Ignition
14
But
how?
It‘sallabouttheoptions
Accelerators, company, builders and the dirty rest
Source: Adapted from Prats, J., Amigó, P., Ametller, X. & Batlle, A. Corporate Venturing: Achieving Profitable Growth Through Startups (Barcelona: IESE, 2017).
HIGH
LOW
LONG-TERM SHORT-TERM
Capital
(required)
Time
(to get results)
Development
(of the external opportunity)
DISCOVERY STARTUP SCALE UP
E X C U B A T O R V E N T U R E C L I E N T
S T R A T E G I C P A R T N E R S H I P
C O R P O R A T E I N C U B A T O R
C O R P O R A T E V E N T U R E F U N D
Scouting team
Hackathons
Challenge prize
Sharing resources
A C Q U I S I T I O N
INNOVATION LABS
1
What?
Incremental internal ideas build
on core business
2
Cultural Shift
High as involvement of the
organization is required
3
Focus
Maximal ideacollection
Ideas Quality gate Execution and commercialization
CORPORATE VENTURING
Mature strategic scale ups
DISRUPTION PIPELINE
(Learning & implementation goals)
Involvement of
business units
Early
experiments
NEW
TECHNOLOGIES
Innovation labs
COMPANY BUILDER
1
What?
New companies with no link to
actual business
2
Cultural Shift
Low as no involvement of the
organization is wanted
3
Focus
On disruption without goals or
KPI´s
Business opps Seed Investments Launch
CORPORATE VENTURING
Mature strategic scale ups
DISRUPTION PIPELINE
(Learning & implementation goals)
Ramp up by
external CEOs and
CTOs
Early
experiments
NEW
TECHNOLOGIES
Company builder
ACCELERATOR
1
What?
Incremental internal ideas build
on core business
2
Cultural Shift
High as involvement of the
organization is required
3
Focus
Mother Company topics
Innovation Hubs
POCs
Seed Investments
$250- $500K
Series A+B – INNOVATION FUNDS
$1M – $10M
CORPORATE VENTURING
Mature strategic scale ups
DISRUPTION PIPELINE
(Learning & implementation goals)
TOP
CHAMPIONS
Startups where our
involvement makes
difference
Early
experiments
NEW
TECHNOLOGIES
Accelerator
COMPANY BUILDERS
DEZENTRALIZE BUILDER
PATIENCE AND RUNWAY
PREPARE EXIT AND SCALING
ACCELERATORS
FOCUS ON CORE BUSINESS
VENTURE CLIENT
HIGHER TICKETS
INNOVATION LABS
DIRSUPTIVE MODELS
INVESTMENT INVOLVEMENT
SCALE CULTURAL SHIFT
Cultivate an experimental mindset
for corporates
40%OF LARGE FIRMS PRIORITIZE THEIR
CORPORATE VENTRE FOCUSING ON
SHORT-TERMS RETURNS (ROI), LOSING
LONG-TERM OPPORTUNITIES
DisruptiveRadicalGradual
Low Middle High
Innovation works interconnected
Deep dive
Lisa
Deep dive
Network
AI Transformed CompanyDigital Transformed CompanyOld Economy Company
The AI transformation Pyramid
More than use cases
27
Organization
#1 Culture and mindset
#2 HR Operating Model
#3 Product Development Mentality
Organization
#1 Culture and mindset
#2 HR Operating Model
#3 Product Development Mentality
Digital
Transformed
Company Ai -
Transformed
Company
28
Data
1 Implementing a data warehouse
#2 Collecting and leveraging data along the
value chain
#3 Using data extraction and visualization
tools
Data
1 Implementing a data warehouse
#2 Collecting and leveraging data along the
value chain
#3 Using data extraction and visualization tools
Digital
Transformed
Company
Ai -
Transformed
Company
29
Digital processes
#1 Transition from paper to Excel to specialized
cloud tools, automating basic tasks (e.g. approval
processes for purchasing orders, vacation requests
etc).
#2 Using up-to-date productivity tools.
Digital processes
#1 Transition from paper to Excel to specialized
cloud tools, automating basic tasks (e.g.
approval processes for purchasing orders,
vacation requests etc).
#2 Using up-to-date productivity tools.
Digital
Transformed
Company
Ai -
Transformed
Company
30
Online distribution
And marketing
#1 Heavy use of digital distribution channels
#2 Leveraging online marketing potentials
Online distribution
and marketing
#1 Heavy use of digital distribution channels
#2 Leveraging online marketing potentials
Digital
Transformed
Company
Ai -
Transformed
Company
invest
buy
Partner
BUILD
The startup flywhell
“Be consistent, dedicate resources, and follow through.
You need to have a dedicated team that is truly engaged
and committed, who understands startups and has a path
to go from idea to proof of concept to pilot and potentially
even production.“
Christian Lindener – CEO Wayra Germany
Rainbow and unicorns – the Startup fairy tale

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Rainbow and unicorns – the Startup fairy tale

  • 2. Managing Director Wayra since February 2017 Personal Background Born in Brasil grew up in Mexico Father of two children ;) Director TechFounders accelerated over 56 high tech Startups Founder of one hardware and one AR company Tech Consultant ramping up Incubators and accelerators Studied International Business in Innsbruck and Barcelona Get to know me @MechVentura @Christian Lindener
  • 3. Companies which don’t innovate will not survive. Perpetual reinventation
  • 4. CORE INNOVATION Works with our internal assets to test new technologies & products OPEN INNOVATION Looks for the best entrepreneurs to accelerate our business ALPHA Focuses on moonshots which provide disruption beyond our industry Our area focuses on challenges where the nature of the Project, the timeframe of the scope, cannot be easily trackled by other teams
  • 5. 419STARTUPS IN PORTFOLIO 118 TEF FIT COMPANIES + €49M TEF CURRENT PORTFOLIO MARKET VALUE €40M €1.2B INVESTED BY THIRD PARTIES IN STARTUPS 50 SUCCESFUL EXITS INVESTED BY TEF Wayra is the world’s most global, connected & tech-driven Open Innovation Hub. Global Network
  • 6. Wayra is an open ecosystem +11 hubs CORPORATES, GOV. & PUBLIC INSTITUTIONS OUR STARTUPS OUR TECHNOLOGY 2 offices in Silicon valley / Israel +50 Open Future spaces HUBS … … Global Network
  • 7. NEW TECHNOLOGIES INNOVATION HUBS POCs SEED INVESTMENTS $250- $500K Series A+B – INNOVATION FUNDS $1M – $10M Corporate Venturing Mature strategic scale ups Disruption Pipeline (Learning & implementation goals) Top Champions Startups where our involvement makes different Early experiments GLOBAL DEALFLOW Innovation Pipeline
  • 8. Best performing startups in our portfolio with strong disruption potential Top 40 B2B IOT, ML, ANALYTICS, GLOBAL DIGITAL PRODUCTS... B2C MARKETING, MOVISTAR PLAY, PRODUCT INTEGRATIONS…
  • 9. Value proposition for innovation champions Experimenting new ideas Go-To place in ecosystem Speed Startups tend to be trailblazers into new unproven market spaces and have the ability to experiment, fail fast and try again, often in rapid iterative cycles. Our innovation hubs are the meeting points for the ecosystem. By partnering with startups, corporations can see signals or proof points faster on testing of hypotheses.. Cost effective learning Open cooperation & global network Outside perspective Taking on additional internal overhead cost to research technology and new business models in-house is not always feasible. We get open innovation & are recognized as such globally. we partner with corporates, vcs, institutions and have global reach. Fresh lenses can offer different approaches to problem-solving or frame opportunities differently. For example, a startup may “mash-up” technologies in a new way or apply a new business model that hasn’t been tried before.
  • 10. Startups and corporations, what a beautiful story 79% of corporates have already collaborated with startups in some way 83% corporates assess collaboration with startups as very or extremely important 85% of those who haven’t are interested
  • 11. …or not? of corporates say that the collaboration never created the expected benefits of corporates say that the collaboration created the expected benefits within one year of corporates say that the collaboration created the expected benefits within 2 years or more years Existing approaches fall short! NO business impact Loss of time and money Frustration throughout
  • 12. GET INTERNALLY READY! Prepare … the organizational structure, allocate resources and define internal process to engage with start-ups IDENTIFY YOUR GOLDEN NUGGETS! MAKE IT HAPPEN! Match … the startup´s solution with your organisation, unlocking the full potential for impact Pragmatic approach geared towards business impact Realize … tangible business benefits from your new startup partner Screen … the global start-up landscape with concrete criteria in mind and according to previously defined search area Validate … the best fitting start- ups in a thorough but efficient process
  • 13. No matter what your are looking for. It exists: Marketing Impact Exploration Internal Ignition
  • 15. It‘sallabouttheoptions Accelerators, company, builders and the dirty rest Source: Adapted from Prats, J., Amigó, P., Ametller, X. & Batlle, A. Corporate Venturing: Achieving Profitable Growth Through Startups (Barcelona: IESE, 2017). HIGH LOW LONG-TERM SHORT-TERM Capital (required) Time (to get results) Development (of the external opportunity) DISCOVERY STARTUP SCALE UP E X C U B A T O R V E N T U R E C L I E N T S T R A T E G I C P A R T N E R S H I P C O R P O R A T E I N C U B A T O R C O R P O R A T E V E N T U R E F U N D Scouting team Hackathons Challenge prize Sharing resources A C Q U I S I T I O N
  • 16. INNOVATION LABS 1 What? Incremental internal ideas build on core business 2 Cultural Shift High as involvement of the organization is required 3 Focus Maximal ideacollection
  • 17. Ideas Quality gate Execution and commercialization CORPORATE VENTURING Mature strategic scale ups DISRUPTION PIPELINE (Learning & implementation goals) Involvement of business units Early experiments NEW TECHNOLOGIES Innovation labs
  • 18. COMPANY BUILDER 1 What? New companies with no link to actual business 2 Cultural Shift Low as no involvement of the organization is wanted 3 Focus On disruption without goals or KPI´s
  • 19. Business opps Seed Investments Launch CORPORATE VENTURING Mature strategic scale ups DISRUPTION PIPELINE (Learning & implementation goals) Ramp up by external CEOs and CTOs Early experiments NEW TECHNOLOGIES Company builder
  • 20. ACCELERATOR 1 What? Incremental internal ideas build on core business 2 Cultural Shift High as involvement of the organization is required 3 Focus Mother Company topics
  • 21. Innovation Hubs POCs Seed Investments $250- $500K Series A+B – INNOVATION FUNDS $1M – $10M CORPORATE VENTURING Mature strategic scale ups DISRUPTION PIPELINE (Learning & implementation goals) TOP CHAMPIONS Startups where our involvement makes difference Early experiments NEW TECHNOLOGIES Accelerator
  • 22. COMPANY BUILDERS DEZENTRALIZE BUILDER PATIENCE AND RUNWAY PREPARE EXIT AND SCALING ACCELERATORS FOCUS ON CORE BUSINESS VENTURE CLIENT HIGHER TICKETS INNOVATION LABS DIRSUPTIVE MODELS INVESTMENT INVOLVEMENT SCALE CULTURAL SHIFT Cultivate an experimental mindset for corporates
  • 23. 40%OF LARGE FIRMS PRIORITIZE THEIR CORPORATE VENTRE FOCUSING ON SHORT-TERMS RETURNS (ROI), LOSING LONG-TERM OPPORTUNITIES DisruptiveRadicalGradual Low Middle High Innovation works interconnected
  • 26. AI Transformed CompanyDigital Transformed CompanyOld Economy Company The AI transformation Pyramid More than use cases
  • 27. 27 Organization #1 Culture and mindset #2 HR Operating Model #3 Product Development Mentality Organization #1 Culture and mindset #2 HR Operating Model #3 Product Development Mentality Digital Transformed Company Ai - Transformed Company
  • 28. 28 Data 1 Implementing a data warehouse #2 Collecting and leveraging data along the value chain #3 Using data extraction and visualization tools Data 1 Implementing a data warehouse #2 Collecting and leveraging data along the value chain #3 Using data extraction and visualization tools Digital Transformed Company Ai - Transformed Company
  • 29. 29 Digital processes #1 Transition from paper to Excel to specialized cloud tools, automating basic tasks (e.g. approval processes for purchasing orders, vacation requests etc). #2 Using up-to-date productivity tools. Digital processes #1 Transition from paper to Excel to specialized cloud tools, automating basic tasks (e.g. approval processes for purchasing orders, vacation requests etc). #2 Using up-to-date productivity tools. Digital Transformed Company Ai - Transformed Company
  • 30. 30 Online distribution And marketing #1 Heavy use of digital distribution channels #2 Leveraging online marketing potentials Online distribution and marketing #1 Heavy use of digital distribution channels #2 Leveraging online marketing potentials Digital Transformed Company Ai - Transformed Company
  • 32. “Be consistent, dedicate resources, and follow through. You need to have a dedicated team that is truly engaged and committed, who understands startups and has a path to go from idea to proof of concept to pilot and potentially even production.“ Christian Lindener – CEO Wayra Germany