Discover the inner workings of a startup incubator, from ideation to funding and growth. Uncover the secrets to startup success in this insightful blog.
I put this presentation together because I kept getting asked what a tech startup was. I realized if the mission we had with The Phat Startup was ever going to create entreprenerus instead of just entertaining the ones that already exsist, we had to educate. So here is a general description of a tech startup that I will use to speak to people in urban communities.
Transform Global - A model for a private world banksassbo
Transform Global (TG), previously Transform Capital Management, is a model for a private world bank, also known as a global impact investment bank, investing into funds which have a social, environmental and financial return. TG aims to address critical market failures caused by our current financial system, while tackling the environmental and social symptoms that are a by-product of the system.
ENTREP.-CHAPTER-1 MYTHS IN ENTREPRENEURSHIPJemimaTapio
The document discusses several common myths about entrepreneurship and provides evidence to debunk them. It explores that entrepreneurs are both thinkers and doers, traits can be learned not just innate, they come in all forms not just investors, academic/social profiles vary, and luck and money are not the only factors for success. It also introduces a framework of frameworks approach to studying entrepreneurship that allows theories to evolve over time by identifying static and dynamic elements. In conclusion, it recognizes entrepreneurs as pioneers of business success through their sense of opportunity, drive to innovate, and capacity for accomplishment.
The document discusses the challenges of getting support and budgets for ambitious projects due to aversion to risk. It outlines five types of risks to transformational initiatives: implementation failure, adoption failure, cannibalization, legal risks, and perception of failure. The document argues that some level of risk is necessary for innovation and provides strategies for communicating the risk profile of initiatives in a way that makes business sense, such as using an iterative development process, customer research, and setting proper expectations that acknowledge the experimental nature of innovation projects. The overall message is that avoiding investment in transformational projects due to risk aversion leads to the greater risk of business irrelevance.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
Managing Startups in Times of Covid-19 WHU Incubator
This document provides guidance and resources for startup founders and managers during the COVID-19 crisis. It discusses fundraising challenges like VCs focusing on existing portfolio companies and making fewer investments at potentially lower valuations. It recommends communicating frequently with investors and employees, and being proactive in crisis management. If layoffs are needed, leaders should handle them with care and cultural sensitivity. The document also provides links to additional resources on defensive and offensive strategies during crises, choosing investors, and general leadership in uncertain times.
I put this presentation together because I kept getting asked what a tech startup was. I realized if the mission we had with The Phat Startup was ever going to create entreprenerus instead of just entertaining the ones that already exsist, we had to educate. So here is a general description of a tech startup that I will use to speak to people in urban communities.
Transform Global - A model for a private world banksassbo
Transform Global (TG), previously Transform Capital Management, is a model for a private world bank, also known as a global impact investment bank, investing into funds which have a social, environmental and financial return. TG aims to address critical market failures caused by our current financial system, while tackling the environmental and social symptoms that are a by-product of the system.
ENTREP.-CHAPTER-1 MYTHS IN ENTREPRENEURSHIPJemimaTapio
The document discusses several common myths about entrepreneurship and provides evidence to debunk them. It explores that entrepreneurs are both thinkers and doers, traits can be learned not just innate, they come in all forms not just investors, academic/social profiles vary, and luck and money are not the only factors for success. It also introduces a framework of frameworks approach to studying entrepreneurship that allows theories to evolve over time by identifying static and dynamic elements. In conclusion, it recognizes entrepreneurs as pioneers of business success through their sense of opportunity, drive to innovate, and capacity for accomplishment.
The document discusses the challenges of getting support and budgets for ambitious projects due to aversion to risk. It outlines five types of risks to transformational initiatives: implementation failure, adoption failure, cannibalization, legal risks, and perception of failure. The document argues that some level of risk is necessary for innovation and provides strategies for communicating the risk profile of initiatives in a way that makes business sense, such as using an iterative development process, customer research, and setting proper expectations that acknowledge the experimental nature of innovation projects. The overall message is that avoiding investment in transformational projects due to risk aversion leads to the greater risk of business irrelevance.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
Managing Startups in Times of Covid-19 WHU Incubator
This document provides guidance and resources for startup founders and managers during the COVID-19 crisis. It discusses fundraising challenges like VCs focusing on existing portfolio companies and making fewer investments at potentially lower valuations. It recommends communicating frequently with investors and employees, and being proactive in crisis management. If layoffs are needed, leaders should handle them with care and cultural sensitivity. The document also provides links to additional resources on defensive and offensive strategies during crises, choosing investors, and general leadership in uncertain times.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
This document discusses how modern entrepreneurs can successfully launch startups with minimal funding through "bootstrapping". It describes how today's entrepreneurs have advantages over predecessors due to reduced costs from outsourcing, cloud computing, and viral marketing. Bootstrappers focus on a single attainable goal, get closer to customers, and maintain control over their company. While challenging, bootstrapping requires passion, resourcefulness, openness to sharing ideas, and surrounding oneself with experienced people.
Most startup investors have previously been successful entrepreneurs who have built and sold businesses for a profit. To receive funding, a startup needs to demonstrate that they have an innovative product idea with a massive potential market, an experienced management team capable of executing the vision and marketing the product, and a clear plan for generating profits for investors. The presentation should inspire investors and make them want to support the venture despite risks.
This document discusses entrepreneurship and startup investing. It makes three key points:
1. A startup is an experiment where the entrepreneur identifies an opportunity and builds a solution to meet that opportunity. The success of the startup depends on how well the idea can be executed and adapted based on results.
2. When investing in startups, investors should assess the validity of the opportunity and the entrepreneur's ability to execute their vision. The investment should be less than what the startup will be worth in a short time period, with the potential for high returns later.
3. There are different types of startup investors - those focused only on returns, those hoping one of many investments succeeds, and those enabling new technologies even without
I presented this deck during the TW away day at Goa in 2011. Meant for a general audience interested in the topic of innovation, this deck breaks down the concept of innovation to key ingredients, key influencers etc and identified how companies can be more innovative.
The key problem of any business is not what's new, but what's next. Given that, if New will be the required Next for business, you would think they would get to know each other a lot better.
This document discusses how social technologies can enable open innovation in government in three key ways:
1) Crowdsourcing, by allowing governments to distribute problems to the public to drive innovation from diverse sources. Examples given are IdeaScale and UserVoice tools.
2) Intra-government collaboration, by enhancing speed, scope and reliability of information sharing between agencies through wikis, collaborative tools and immersive virtual environments.
3) Citizen science, by engaging the public to help analyze and apply government data through applications, mashups and analytical tools built from open data on sites like Data.gov. Social technologies will play a critical role in maximizing the value of open government data.
Office of Naval Research Innovation Newsletter | June 2010johnohab
The Spring 2010 edition of the Office of Naval Research's Innovation Newsletter explores the increasingly important paradigm of "open innovation," which is based on the idea that organizations can and should innovate by drawing from external sources of knowledge.
In the newsletter below, you'll find an article capturing the entrepreneurial spirit that drives Open Innovation forward co-authored by three professors from the Naval Postgraduate School of Business; an article focused on core social technologies and their role in crowd sourcing, intra-government collaboration, and citizen science; an article on massive multiplayer games and insight generation; and an article on Open Innovation and lessons learned within a specific Naval science and technology community of interest.
The Innovation Newsletter is published quarterly and covers a variety of exciting topics. It include articles from scientists, engineers, warfighters, professors, program officers, and others, all sharing their insights and research on a particular field of interest.
The document discusses how ideas become projects through a process called lean ideation. It describes the 6 steps of lean ideation as: 1) observe to gather information, 2) question assumptions, 3) conceive new possibilities, 4) present the idea concisely, 5) collaborate by getting feedback, and 6) iterate the idea based on learning. The key is to rapidly test ideas through these steps to determine which have promise before investing significant resources in development. An idea only becomes a project if it survives evaluation and gains champions to move it forward.
“A Message to Young Innovators.” - Dr.Mal BryceShahab Khan
Hon Dr Mal Bryce delivered a message to young innovators at the Curtin University Innovation Awards Ceremony. In 3 sentences:
Bryce emphasized that as a small nation, Australia needs continuous innovation to compete globally. He advised innovators to connect ideas and people, ask questions, and act as global citizens. Bryce also outlined the realities of innovation including the unpredictability and collaborative nature of innovation work.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
"Creativity" and "Innovation" are two words that constantly get thrown around in brainstorming sessions, corporate meetings and organization mission statements. There's no question that these values are highly prized in the fast-paced modern workplace, but do leaders who use the terms truly know the difference between them?
Disrupt or be disrupted by leaner startups rewriting industry rules. Internal ossification also threatens innovation. Most executives acknowledge the threat but achieving real innovation is difficult against organizational inertia, resulting in "innovation theatre." To survive in the 21st century, companies must master continuous, collaborative, and comprehensive (3C) innovation. The 3C model requires a new mindset with continuous integration of internal and external competencies; collaborative strategies with potential competitors; and fully committing to transforming culture and investing in expertise. The document proposes that innomine can help companies develop and implement a customized 3C innovation strategy through transatlantic advising, partner matching, and project management.
This document discusses what creative organizations do to foster innovation and creativity within their culture. It provides examples of the most innovative companies according to Forbes and looks at factors like how much money companies spend on R&D. The key aspects that creative organizations encourage are experimentation, failure tolerance, autonomy for employees, flat hierarchies, and trust in creative processes. Case studies of companies like Pixar, IDEO and Anthem illustrate how they have created environments where new ideas can flourish. Managers must protect new ideas, engage staff in contributing, and make it safe to take risks in order to cultivate a culture of creativity.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
A white paper from The Inovo Group - Opportunities are central to innovation. Read Inovo's latest white paper to learn more or visit theinovogroup.com.
This document provides an overview of crowdfunding, including its definition, how it works, types of crowdfunding, and key factors for success. It defines crowdfunding as raising funds from many people online, usually in small amounts. There are five main types: donation, reward, equity, debt, and royalty crowdfunding. Reward crowdfunding, where backers receive a non-financial reward, is one of the most popular models. The document also discusses the crowdfunding industry's growth, strengths like retaining equity and accessibility, weaknesses like potential for fraud, and opportunities like leveraging tech trends. It concludes that legal restrictions and high failure rates of small businesses pose threats but that
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The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
This document discusses how modern entrepreneurs can successfully launch startups with minimal funding through "bootstrapping". It describes how today's entrepreneurs have advantages over predecessors due to reduced costs from outsourcing, cloud computing, and viral marketing. Bootstrappers focus on a single attainable goal, get closer to customers, and maintain control over their company. While challenging, bootstrapping requires passion, resourcefulness, openness to sharing ideas, and surrounding oneself with experienced people.
Most startup investors have previously been successful entrepreneurs who have built and sold businesses for a profit. To receive funding, a startup needs to demonstrate that they have an innovative product idea with a massive potential market, an experienced management team capable of executing the vision and marketing the product, and a clear plan for generating profits for investors. The presentation should inspire investors and make them want to support the venture despite risks.
This document discusses entrepreneurship and startup investing. It makes three key points:
1. A startup is an experiment where the entrepreneur identifies an opportunity and builds a solution to meet that opportunity. The success of the startup depends on how well the idea can be executed and adapted based on results.
2. When investing in startups, investors should assess the validity of the opportunity and the entrepreneur's ability to execute their vision. The investment should be less than what the startup will be worth in a short time period, with the potential for high returns later.
3. There are different types of startup investors - those focused only on returns, those hoping one of many investments succeeds, and those enabling new technologies even without
I presented this deck during the TW away day at Goa in 2011. Meant for a general audience interested in the topic of innovation, this deck breaks down the concept of innovation to key ingredients, key influencers etc and identified how companies can be more innovative.
The key problem of any business is not what's new, but what's next. Given that, if New will be the required Next for business, you would think they would get to know each other a lot better.
This document discusses how social technologies can enable open innovation in government in three key ways:
1) Crowdsourcing, by allowing governments to distribute problems to the public to drive innovation from diverse sources. Examples given are IdeaScale and UserVoice tools.
2) Intra-government collaboration, by enhancing speed, scope and reliability of information sharing between agencies through wikis, collaborative tools and immersive virtual environments.
3) Citizen science, by engaging the public to help analyze and apply government data through applications, mashups and analytical tools built from open data on sites like Data.gov. Social technologies will play a critical role in maximizing the value of open government data.
Office of Naval Research Innovation Newsletter | June 2010johnohab
The Spring 2010 edition of the Office of Naval Research's Innovation Newsletter explores the increasingly important paradigm of "open innovation," which is based on the idea that organizations can and should innovate by drawing from external sources of knowledge.
In the newsletter below, you'll find an article capturing the entrepreneurial spirit that drives Open Innovation forward co-authored by three professors from the Naval Postgraduate School of Business; an article focused on core social technologies and their role in crowd sourcing, intra-government collaboration, and citizen science; an article on massive multiplayer games and insight generation; and an article on Open Innovation and lessons learned within a specific Naval science and technology community of interest.
The Innovation Newsletter is published quarterly and covers a variety of exciting topics. It include articles from scientists, engineers, warfighters, professors, program officers, and others, all sharing their insights and research on a particular field of interest.
The document discusses how ideas become projects through a process called lean ideation. It describes the 6 steps of lean ideation as: 1) observe to gather information, 2) question assumptions, 3) conceive new possibilities, 4) present the idea concisely, 5) collaborate by getting feedback, and 6) iterate the idea based on learning. The key is to rapidly test ideas through these steps to determine which have promise before investing significant resources in development. An idea only becomes a project if it survives evaluation and gains champions to move it forward.
“A Message to Young Innovators.” - Dr.Mal BryceShahab Khan
Hon Dr Mal Bryce delivered a message to young innovators at the Curtin University Innovation Awards Ceremony. In 3 sentences:
Bryce emphasized that as a small nation, Australia needs continuous innovation to compete globally. He advised innovators to connect ideas and people, ask questions, and act as global citizens. Bryce also outlined the realities of innovation including the unpredictability and collaborative nature of innovation work.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
"Creativity" and "Innovation" are two words that constantly get thrown around in brainstorming sessions, corporate meetings and organization mission statements. There's no question that these values are highly prized in the fast-paced modern workplace, but do leaders who use the terms truly know the difference between them?
Disrupt or be disrupted by leaner startups rewriting industry rules. Internal ossification also threatens innovation. Most executives acknowledge the threat but achieving real innovation is difficult against organizational inertia, resulting in "innovation theatre." To survive in the 21st century, companies must master continuous, collaborative, and comprehensive (3C) innovation. The 3C model requires a new mindset with continuous integration of internal and external competencies; collaborative strategies with potential competitors; and fully committing to transforming culture and investing in expertise. The document proposes that innomine can help companies develop and implement a customized 3C innovation strategy through transatlantic advising, partner matching, and project management.
This document discusses what creative organizations do to foster innovation and creativity within their culture. It provides examples of the most innovative companies according to Forbes and looks at factors like how much money companies spend on R&D. The key aspects that creative organizations encourage are experimentation, failure tolerance, autonomy for employees, flat hierarchies, and trust in creative processes. Case studies of companies like Pixar, IDEO and Anthem illustrate how they have created environments where new ideas can flourish. Managers must protect new ideas, engage staff in contributing, and make it safe to take risks in order to cultivate a culture of creativity.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
A white paper from The Inovo Group - Opportunities are central to innovation. Read Inovo's latest white paper to learn more or visit theinovogroup.com.
This document provides an overview of crowdfunding, including its definition, how it works, types of crowdfunding, and key factors for success. It defines crowdfunding as raising funds from many people online, usually in small amounts. There are five main types: donation, reward, equity, debt, and royalty crowdfunding. Reward crowdfunding, where backers receive a non-financial reward, is one of the most popular models. The document also discusses the crowdfunding industry's growth, strengths like retaining equity and accessibility, weaknesses like potential for fraud, and opportunities like leveraging tech trends. It concludes that legal restrictions and high failure rates of small businesses pose threats but that
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1. The Anatomy of a Startup
Incubator
What is the startup incubator of today? It is a safe space for uncertainty. An
incubator is no longer concerned only with doling out advice on Porter’s five
forces or providing connects to Softbank’s Vision Fund or offering AWS credits.
It does all of the above because that is the minimum expectation. But it does
(or is supposed to do) something more. It needs to cater to those with ideas
and to those with the money to bankroll ideas while actively testing the
known unknowns and unknown unknowns of business growth.
Entrepreneurs should not require incubation. Having an innate desire to
convert an idea into a sustainable business that a large number of people
admire and actually making it happen is a great feat. And so many people do
it. But not everyone gets to the zenith – most remain small. So, what gives? It
is a mix of mindset, skill, timing, network, money, market need, luck, and many
more factors. In other words, there is extreme uncertainty. So much so that
willingly choosing the life of an entrepreneur is akin to masochism. Unless
they (the entrepreneur) are one of those people who tries out everything under
the sun by themselves, they choose external help. They seek refuge in a place
that understands, appreciates, and helps overcome uncertainty while making it
look cool.
Investors need entrepreneurs and not the other way around. Because having
money can be due to inheritance, but pursuing that one game-changing idea
to its fruition requires a unique creative madness. Venture capitalists have
narrowly defined theses – this is to help them find such creative genius
diamonds amidst many ordinary rocks. Meanwhile, corporate investors need a
lab to experiment with inter- and cross-disciplinary ideas that are too wacky
to be carried out in their own innovation departments. And philanthropic
donors appreciate an outlet at arm’s length, which lets them systematically
roll out interventions that alleviate poverty or increase the standard of living.
Most funders can do by themselves many things that an incubator does for
them. Yet, they turn to this semi-permeable membrane because they get an
osmosis of quality solutions.
2. We live in a world grappling with multiple crises: a pandemic that is still
around, a reckless war, a likely global recession, and the runaway train called
climate change. Sustainability no longer remains a buzzword and diversity &
inclusion are not just feel-good elements. They are at the core of the startup
incubator of today. When it addresses the challenges of its immediate
surroundings or contributes to the nation’s infrastructure or helps overcome a
global emergency, today’s incubator becomes greater than the sum of its
individual parts. It also creates entrepreneurs who can solve for the future.
What will the startup incubator of tomorrow look like? It will carry a digital
avatar that allows hyper-experimentation of all unknowns to every human
being in any corner of the globe, without the pre-requisite of institutional
credentials, prior experience, or socioeconomic status. The only requirement?
An obsession.
– Sanchit Waray, AVP Insights and Analysis, NSRCEL
Content Source: NSRCEL, best startup incubators in india