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STARTUPS SERVING THE ENTERPRISE:
A MAP FOR NAVIGATING ONE ANOTHER IN THE
QUEST FOR SUCCESSFUL INNOVATION
Sarah Guo
@saranormous
1
2
3
4
5
6
7
THE SWAMP OF MARKETING FOG
THE GAP OF THE FOUR S’s
THE OCEAN OF EARLY EXECUTION
THE
GALEWINDS OF COST AND RISK
T
HE
GOLDEN FIELDS OF INNOVATION
THE
DESERT OF PROCUREMENT AND APPROV
ALS
T
H
E
QUICKSANDS OF CUSTOMIZATION
THE STARTUP/ENTERPRISE QUEST
THE SWAMP OF MARKETING FOG
1
• Shine a bright light
• Paint a clear and easy path
• Engage right people, right time
RECRUITING PARTNERS IN THE
SWAMP OF MARKETING FOG
“It’s a very noisy marketplace, and getting
customer attention can be heard. Best is a
warm introduction- ideally from people in
your network who are really willing to go to
bat for you. That can make a world of
difference.”
David Ebersman, CEO, Lyra Health
THE
GALEWINDS OF COST AND RISK
2
MAINTAINING FAITH THROUGH THE
GALEWINDS OF COST AND RISK
“It’s extremely important for early
startups that senior leadership, if not the
CEO, be personally engaged. The personal
level of engagement and commitment
helps overcome some of the concerns
about the company’s ability to scale.”
Otto Chan, EVP, Wells Fargo
• Value must overwhelm
cost and risk
• Build personal relationships
• Reduce hidden costs
3
THE GAP OF THE FOUR S’s
“Startups often miss how complex an
environment can be in a large organiza-
tion. We have 120 country offices all over
the world and there are a lot of layers and
startups don’t typically come in with the
understanding of that complexity.”
BRIDGING THE GAP OF THE FOUR S’s
Stephanie von Friedeburg, COO,
International Finance Corporation
• Enterprises are evaluating not
just technology value, but also
the Four S’s:
1. Scale
2. Security
3. Spend
4. Supportability
• Startups and enterprises need
to preemptively understand and
shrink the feasibility gap
TH
E
QUICKSANDS OF CUSTOMIZATION
4
AVOIDING THE QUICKSANDS OF CUSTOMIZATION
Diana McKenzie, CIO, Workday
• Customer requirements must
be balanced with strategic
priorities and company
resources
• Just as customers choose
startups, startups should
choose their early customers
“Give us complete transparency about
what your technology can or can’t do. If
we like what we see, we will often ask you
to come back and see us when you can
get X/Y/Z capabilities on your roadmap.
Being open to and taking us up on that
type of feedback is how a lot of these
relationships become successful.”
THE
DESERT OF PROCUREMENT AND APPROV
A
LS
5
SURVIVING THE
DESERT OF PROCUREMENT & APPROVALS
“[The purchasing process] depends
on the dollar value. Something
under $50K is quick, over that it’s a
substantial decision-making
process.”
Jay Dominic, CIO, Princeton University
• Plan ahead for sales cycles
• Find and enable internal
champions that will assist you
through procurement
THE OCEAN OF EARLY EXECUTION
6
CROSSING THE OCEAN OF EARLY EXECUTION
“Can you get an MSA signed? There’s
a great network effect in having
overarching MSA with other business
units in the same company…[that
way] we don’t have to repeatedly do
legal work.”
Deepanshu Bagchee, SVP Technology CNBC
• Structure PoCs with short
timeline and clear criteria
for success
• Avoid poisoning the well
• Execute and extend
7
T
H
E
GOLDEN FIELDS OF INNOVATION
REACHING THE GOLDEN FIELDS OF INNOVATION
In order to meet their shared goals,
startups and enterprises must:
• Choose their partnerships
carefully
• Treat the relationship as a true
partnership that involves work
and compromise
• Communicate both goals and
challenges clearly and early
“What’s really important is that there’s a
shared vision around the need to drive
innovation.—if you have a checklist ap-
proach to choosing a partner, that’s not
going to work. Find a [partner] that sees
this as a journey, not a static vision, they
have to really believe your startup is a
partner that’s going to help us transform
a whole area.”
Joseph Ansanelli, CEO, Gladly
Sarah Guo
sarah@greylock.com
@saranormous

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Startups Serving The Enterprise: A map for navigating one another in the quest for successful innovation

  • 1. STARTUPS SERVING THE ENTERPRISE: A MAP FOR NAVIGATING ONE ANOTHER IN THE QUEST FOR SUCCESSFUL INNOVATION Sarah Guo @saranormous
  • 2. 1 2 3 4 5 6 7 THE SWAMP OF MARKETING FOG THE GAP OF THE FOUR S’s THE OCEAN OF EARLY EXECUTION THE GALEWINDS OF COST AND RISK T HE GOLDEN FIELDS OF INNOVATION THE DESERT OF PROCUREMENT AND APPROV ALS T H E QUICKSANDS OF CUSTOMIZATION THE STARTUP/ENTERPRISE QUEST
  • 3. THE SWAMP OF MARKETING FOG 1
  • 4. • Shine a bright light • Paint a clear and easy path • Engage right people, right time RECRUITING PARTNERS IN THE SWAMP OF MARKETING FOG “It’s a very noisy marketplace, and getting customer attention can be heard. Best is a warm introduction- ideally from people in your network who are really willing to go to bat for you. That can make a world of difference.” David Ebersman, CEO, Lyra Health
  • 6. MAINTAINING FAITH THROUGH THE GALEWINDS OF COST AND RISK “It’s extremely important for early startups that senior leadership, if not the CEO, be personally engaged. The personal level of engagement and commitment helps overcome some of the concerns about the company’s ability to scale.” Otto Chan, EVP, Wells Fargo • Value must overwhelm cost and risk • Build personal relationships • Reduce hidden costs
  • 7. 3 THE GAP OF THE FOUR S’s
  • 8. “Startups often miss how complex an environment can be in a large organiza- tion. We have 120 country offices all over the world and there are a lot of layers and startups don’t typically come in with the understanding of that complexity.” BRIDGING THE GAP OF THE FOUR S’s Stephanie von Friedeburg, COO, International Finance Corporation • Enterprises are evaluating not just technology value, but also the Four S’s: 1. Scale 2. Security 3. Spend 4. Supportability • Startups and enterprises need to preemptively understand and shrink the feasibility gap
  • 10. AVOIDING THE QUICKSANDS OF CUSTOMIZATION Diana McKenzie, CIO, Workday • Customer requirements must be balanced with strategic priorities and company resources • Just as customers choose startups, startups should choose their early customers “Give us complete transparency about what your technology can or can’t do. If we like what we see, we will often ask you to come back and see us when you can get X/Y/Z capabilities on your roadmap. Being open to and taking us up on that type of feedback is how a lot of these relationships become successful.”
  • 11. THE DESERT OF PROCUREMENT AND APPROV A LS 5
  • 12. SURVIVING THE DESERT OF PROCUREMENT & APPROVALS “[The purchasing process] depends on the dollar value. Something under $50K is quick, over that it’s a substantial decision-making process.” Jay Dominic, CIO, Princeton University • Plan ahead for sales cycles • Find and enable internal champions that will assist you through procurement
  • 13. THE OCEAN OF EARLY EXECUTION 6
  • 14. CROSSING THE OCEAN OF EARLY EXECUTION “Can you get an MSA signed? There’s a great network effect in having overarching MSA with other business units in the same company…[that way] we don’t have to repeatedly do legal work.” Deepanshu Bagchee, SVP Technology CNBC • Structure PoCs with short timeline and clear criteria for success • Avoid poisoning the well • Execute and extend
  • 16. REACHING THE GOLDEN FIELDS OF INNOVATION In order to meet their shared goals, startups and enterprises must: • Choose their partnerships carefully • Treat the relationship as a true partnership that involves work and compromise • Communicate both goals and challenges clearly and early “What’s really important is that there’s a shared vision around the need to drive innovation.—if you have a checklist ap- proach to choosing a partner, that’s not going to work. Find a [partner] that sees this as a journey, not a static vision, they have to really believe your startup is a partner that’s going to help us transform a whole area.” Joseph Ansanelli, CEO, Gladly