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Startup innovation as a catalyst for
change: taking risk-seeking
approaches to opportunities &
challenges in MFC.
When brick & mortar meets the smartphone,
who wins?

Nearly	
  2 billion	
  financially	
  unserved	
  adults	
  live	
  in	
  Africa,	
  Asia,	
  
La5n	
  America,	
  and	
  the	
  Middle	
  East.	
  
	
  
h;p://www.worldbank.org/en/news/press-­‐release/2015/04/15/massive-­‐drop-­‐in-­‐number-­‐of-­‐unbanked-­‐says-­‐new-­‐report	
  
332	
  	
  
396	
  	
  
56	
  	
  
26	
  	
  
283	
  
45	
  
25	
  
45	
  
0	
   175	
   350	
   525	
   700	
  
East	
  Asia	
  
South	
  Asia	
  
Sub-­‐Saharan	
  Africa	
  
Middle	
  East	
  
<	
  $5/day	
   >	
  5$/day	
  
Millions	
  of	
  adults	
  
Adults	
  who	
  use	
  formal	
  or	
  semiformal	
  financial	
  services	
  
h;p://www.mckinsey.com/insights/financial_services/coun5ng_the_worlds_unbanked	
  
"Mobile	
  to	
  overtake	
  fixed	
  Internet	
  access	
  by	
  2014“	
  -­‐	
  Mary	
  Meeker	
  	
  
h;p://www.kpcb.com/blog/2015-­‐internet-­‐trends	
  
How your customer sees you.
"Bank tellers will be the telegraph operators of the 21st
century when we look back in 100 years”
And competition is already here…

The evolutionary imperative: change, or die?
♢  “2-4% of modern European DNA can be traced to Neanderthal Man”
♢  Eastman Kodak vs Fujifilm
♢  Traditional telcos vs Over the Top Players
♢  Traditional banking vs Online Players
♢  It is not a zero-sum game, but if you don’t embrace change, it will be.
How to adjust to this dynamic ecosystem?

Our thesis? Adopt risk-seeking attitudes to
innovation.
♢  Risk-seeking activities within a context of defined boundaries, ie an
experimental approach knowing your future depends on their success;
♢  Attitude implies the requirement for cultural adjustments to change.
Figuratively this time, fresh DNA ie people from outside is needed to
improve the gene pool to prepare for a converged financial market.
♢  Applies to all players in the market, including banks, regulatory agencies
etc.
♢  This is nothing new but actually extremely hard to execute. Perhaps
sharing Kickstart’s own story may encourage others to follow a controlled
risk-seeking path of their own…
The Kickstart Story…
Everyone knows telcos are huge companies
But value is shifting away from traditional telcos
www.telco2.net,	
  June	
  2014	
  
Global	
  mobile	
  telco	
  service	
  revenues	
  ($	
  billions)	
  
Non-­‐
human	
  
Human	
  -­‐	
  
data	
  
Human	
  –	
  
voice,	
  
messaging	
  
Digital	
  
services	
  
2013	
  	
  	
  2014	
  	
  	
  2015	
  	
  	
  2016	
  	
  	
  2017	
  	
  	
  2018	
  	
  	
  2019	
  	
  	
  2020	
  
And winning today requires different skills.
Company	
   Market	
  
Cap	
  
Company	
  Origins	
  
Date	
   Business	
  DNA	
  
Sobank	
   $89	
  B	
   1981	
   Computers.	
  Publishing.	
  Internet.	
  
Venture	
  Capital.	
  
NTT	
  -­‐	
  Docomo	
   $70	
  B	
   1869	
   Telegraph.	
  Government	
  monopoly.	
  
KDDI	
   $49	
  B	
   1950’s	
   Fixed	
  line.	
  Cellular.	
  M&A.	
  
This shift is playing out in the Philippines
The not-so-secret sauce: digital partnerships
…and Kickstart Ventures.
♢  The corporate equivalent of Lewis & Clarke: mapping out adjacent
opportunities and beyond;
♢  Can take risks where parent cannot;
♢  Allows parent to focus on its present business;
♢  But has the ear of the CEO;
♢  As an important bridge between big business and agile startups;
♢  A form of corporate R&D via equity investments;
♢  20% Neanderthal, 80% new DNA…
Kickstart Ventures, Inc.

A Corporate Venture Capital (CVC) firm
Funding startups in the Philippines and overseas
Seed to Series “C”
Focus on digital and over-the-top businesses
Training and mentoring
Active mentor pool
Market access
SingTel network: 515 million subscribers in Asia
Ayala Corporation affiliates in the Philippines
Partnerships
Innov8 Sparks
Proudcloud (Launchgarage)
Plug and Play Tech Center (Silicon Valley outpost)
Pollenizer (BuzzRun)
Kickstart Ventures, Inc.

A corporate venture investment firm
$50M+ under mgmt
24 portfolio companies.
59 founders.
574 jobs created in PH startups.
796,661 users;
13,168+ paying customers.
PORTFOLIOSo@ware	
  as	
  a	
  Service	
  
eCommerce	
  /	
  Marketplace	
  
Social	
  Impact	
  
Digital	
  Lifestyle	
  
Edutech	
  
Fintech	
  
Healthtech	
  
Enterprise	
  SoluKons	
  
“Frighteningly ambitious startup ideas”
Offer tailor-fit financial products, 24 x 7
Lessons learned thus far…
♢  The external innovation team should consist of parent and outside DNA
(hire the best you can as it is necessarily a small team but with wide
range of competencies).
♢  Need outside-the-box thinkers. Question everything.
♢  A flexible and highly independent mgmt. structure is essential within
defined boundaries;
♢  Balance act between special ops and court jester: always prodding,
jabbing, challenging the King to see another perspective…
♢  Understand the start up’s risk perspective better and find a way to make it
work: inaction is often the greater risk;
♢  Startups move in Internet time, and live hand to mouth in terms of
months. Corporates think in terms of quarters and fiscal years. We need
to sync with the startups to extract the best value- they won’t stick around
until you get your board approvals…
Thank you!
Startup Innovation as a Catalyst for Change in Mobile Finance & Commerce

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Startup Innovation as a Catalyst for Change in Mobile Finance & Commerce

  • 1. Startup innovation as a catalyst for change: taking risk-seeking approaches to opportunities & challenges in MFC.
  • 2. When brick & mortar meets the smartphone, who wins?

  • 3. Nearly  2 billion  financially  unserved  adults  live  in  Africa,  Asia,   La5n  America,  and  the  Middle  East.     h;p://www.worldbank.org/en/news/press-­‐release/2015/04/15/massive-­‐drop-­‐in-­‐number-­‐of-­‐unbanked-­‐says-­‐new-­‐report  
  • 4. 332     396     56     26     283   45   25   45   0   175   350   525   700   East  Asia   South  Asia   Sub-­‐Saharan  Africa   Middle  East   <  $5/day   >  5$/day   Millions  of  adults   Adults  who  use  formal  or  semiformal  financial  services   h;p://www.mckinsey.com/insights/financial_services/coun5ng_the_worlds_unbanked  
  • 5. "Mobile  to  overtake  fixed  Internet  access  by  2014“  -­‐  Mary  Meeker     h;p://www.kpcb.com/blog/2015-­‐internet-­‐trends  
  • 6.
  • 7.
  • 8.
  • 9. How your customer sees you.
  • 10. "Bank tellers will be the telegraph operators of the 21st century when we look back in 100 years”
  • 11. And competition is already here…

  • 12. The evolutionary imperative: change, or die? ♢  “2-4% of modern European DNA can be traced to Neanderthal Man” ♢  Eastman Kodak vs Fujifilm ♢  Traditional telcos vs Over the Top Players ♢  Traditional banking vs Online Players ♢  It is not a zero-sum game, but if you don’t embrace change, it will be.
  • 13. How to adjust to this dynamic ecosystem?

  • 14. Our thesis? Adopt risk-seeking attitudes to innovation. ♢  Risk-seeking activities within a context of defined boundaries, ie an experimental approach knowing your future depends on their success; ♢  Attitude implies the requirement for cultural adjustments to change. Figuratively this time, fresh DNA ie people from outside is needed to improve the gene pool to prepare for a converged financial market. ♢  Applies to all players in the market, including banks, regulatory agencies etc. ♢  This is nothing new but actually extremely hard to execute. Perhaps sharing Kickstart’s own story may encourage others to follow a controlled risk-seeking path of their own…
  • 16. Everyone knows telcos are huge companies
  • 17. But value is shifting away from traditional telcos www.telco2.net,  June  2014   Global  mobile  telco  service  revenues  ($  billions)   Non-­‐ human   Human  -­‐   data   Human  –   voice,   messaging   Digital   services   2013      2014      2015      2016      2017      2018      2019      2020  
  • 18. And winning today requires different skills. Company   Market   Cap   Company  Origins   Date   Business  DNA   Sobank   $89  B   1981   Computers.  Publishing.  Internet.   Venture  Capital.   NTT  -­‐  Docomo   $70  B   1869   Telegraph.  Government  monopoly.   KDDI   $49  B   1950’s   Fixed  line.  Cellular.  M&A.  
  • 19. This shift is playing out in the Philippines
  • 20. The not-so-secret sauce: digital partnerships
  • 21. …and Kickstart Ventures. ♢  The corporate equivalent of Lewis & Clarke: mapping out adjacent opportunities and beyond; ♢  Can take risks where parent cannot; ♢  Allows parent to focus on its present business; ♢  But has the ear of the CEO; ♢  As an important bridge between big business and agile startups; ♢  A form of corporate R&D via equity investments; ♢  20% Neanderthal, 80% new DNA…
  • 22. Kickstart Ventures, Inc.
 A Corporate Venture Capital (CVC) firm Funding startups in the Philippines and overseas Seed to Series “C” Focus on digital and over-the-top businesses Training and mentoring Active mentor pool Market access SingTel network: 515 million subscribers in Asia Ayala Corporation affiliates in the Philippines Partnerships Innov8 Sparks Proudcloud (Launchgarage) Plug and Play Tech Center (Silicon Valley outpost) Pollenizer (BuzzRun)
  • 23. Kickstart Ventures, Inc.
 A corporate venture investment firm $50M+ under mgmt 24 portfolio companies. 59 founders. 574 jobs created in PH startups. 796,661 users; 13,168+ paying customers.
  • 24. PORTFOLIOSo@ware  as  a  Service   eCommerce  /  Marketplace   Social  Impact   Digital  Lifestyle   Edutech   Fintech   Healthtech   Enterprise  SoluKons  
  • 26.
  • 27. Offer tailor-fit financial products, 24 x 7
  • 28. Lessons learned thus far… ♢  The external innovation team should consist of parent and outside DNA (hire the best you can as it is necessarily a small team but with wide range of competencies). ♢  Need outside-the-box thinkers. Question everything. ♢  A flexible and highly independent mgmt. structure is essential within defined boundaries; ♢  Balance act between special ops and court jester: always prodding, jabbing, challenging the King to see another perspective… ♢  Understand the start up’s risk perspective better and find a way to make it work: inaction is often the greater risk; ♢  Startups move in Internet time, and live hand to mouth in terms of months. Corporates think in terms of quarters and fiscal years. We need to sync with the startups to extract the best value- they won’t stick around until you get your board approvals…