The value of this CV Barometer lies in the fact that we analyze the Corporate Startup Collaborations (CSC) in the Belgian market from the perspective of established firms (EFs) and young firms (YFs), where we notice some interesting differences in ambition and motives between both types of companies.
In this third edition of our CV Barometer we compare important figures with the insights of last years and we added a section on the impact of COVID-19 on CSC. Although the pandemic hit us hard, we notice, both for EFs and YFs an increased intensity of collaboration (+70% of respondents).
We tried to capture the crucial insights in this presentation. If you want to discuss more findings, please do reach out to us.
Vincent Molly & Andries Reymer
Este documento compara as teorias do conhecimento de Descartes e Hume, abordando temas como a origem, os conteúdos e limites do conhecimento. Descartes defende que o conhecimento se baseia em ideias inatas e na razão, enquanto Hume sustenta que todo o conhecimento deriva da experiência sensível.
Corporate Venturing is on the rise. A growing number of corporations recognize the value of collaborating with start-ups to enhance their innovation powers. However, an important question remains: how to do this in the best possible way to make the cooperation a success for both the corporate and the start-up? This research aims to get insight into best practices and guidelines in order to better organize and drive corporate – start-up collaboration.
Corporate Venturing is on the rise. A growing number of corporations recognize the value of collaborating with start-ups to enhance their innovation powers. However, an important question remains: how to do this in the best possible way to make the cooperation a success for both the corporate and the start-up? This research aims to get insight into best practices and guidelines in order to better organize and drive corporate – start-up collaboration.
Bis and po finance academy capability offer marchEdward Harvey
The document announces several upcoming finance-related events and training opportunities organized by BIS and its partner organizations. These include a webinar on the recent Spending Review and its implications, State aid training on key points to consider, and a commercial skills course for senior finance leaders. It also provides information on accessing an online technical portal through the GFA/EY partnership and links to resources on career pathways, knowledge networks, and digital products from the Government Finance Academy.
Finance Academy Offer - May L&D, Career Pathways and CPDEdward Harvey
The document provides information about upcoming finance-related events being organized by BIS Finance Academy. It announces masterclasses on public spending, devolution, and accounting standards. It also shares details about a finance capability development program and continuing professional development opportunities through online courses and external events. Resources on career pathways and a career planner tool are highlighted to help individuals develop their finance career.
Bis and po finance academy offer - June, career pathways and cpdEdward Harvey
This document provides information on upcoming finance training and professional development opportunities from BIS Finance.
Key events and opportunities mentioned include:
- An accounting standards update event on July 21st in London to cover IFRS updates and private sector developments.
- A government finance summer school in September focused on IFRS accounting standards with locations in Leeds, London, Bristol.
- Information on the government finance career pathways framework and career planner tool to aid career development.
- Various webinars, conferences, and software demos from groups like ACCA and ICAEW covering topics like blockchain, financial crime, and accounting software.
This document discusses scaling up an enterprise through growth, finance, and governance. It notes that once a prototype is launched, key priorities are achieving product/market fit, growing human resources and decision-making capacity, and securing finance. The presentation provides a roadmap for scaling up, including practical tools and methods for different aspects of scaling, and outlines common pitfalls. It also introduces the speaker, Philip Ammerman, and his background working with startups, private equity, and innovative firms.
The document discusses BlueNove, an innovation consulting firm. It provides the following key information:
1) BlueNove specializes in "Open Innovation" programs to help major companies collaborate with startups and develop new services.
2) One such program is the Orange Partner Startup Programme (OPSUP), which BlueNove designed to help Orange launch new mobile/web services.
3) OPSUP identifies startups, assesses opportunities, and supports partnerships like one with mob-it to mobilize websites onto phones.
Este documento compara as teorias do conhecimento de Descartes e Hume, abordando temas como a origem, os conteúdos e limites do conhecimento. Descartes defende que o conhecimento se baseia em ideias inatas e na razão, enquanto Hume sustenta que todo o conhecimento deriva da experiência sensível.
Corporate Venturing is on the rise. A growing number of corporations recognize the value of collaborating with start-ups to enhance their innovation powers. However, an important question remains: how to do this in the best possible way to make the cooperation a success for both the corporate and the start-up? This research aims to get insight into best practices and guidelines in order to better organize and drive corporate – start-up collaboration.
Corporate Venturing is on the rise. A growing number of corporations recognize the value of collaborating with start-ups to enhance their innovation powers. However, an important question remains: how to do this in the best possible way to make the cooperation a success for both the corporate and the start-up? This research aims to get insight into best practices and guidelines in order to better organize and drive corporate – start-up collaboration.
Bis and po finance academy capability offer marchEdward Harvey
The document announces several upcoming finance-related events and training opportunities organized by BIS and its partner organizations. These include a webinar on the recent Spending Review and its implications, State aid training on key points to consider, and a commercial skills course for senior finance leaders. It also provides information on accessing an online technical portal through the GFA/EY partnership and links to resources on career pathways, knowledge networks, and digital products from the Government Finance Academy.
Finance Academy Offer - May L&D, Career Pathways and CPDEdward Harvey
The document provides information about upcoming finance-related events being organized by BIS Finance Academy. It announces masterclasses on public spending, devolution, and accounting standards. It also shares details about a finance capability development program and continuing professional development opportunities through online courses and external events. Resources on career pathways and a career planner tool are highlighted to help individuals develop their finance career.
Bis and po finance academy offer - June, career pathways and cpdEdward Harvey
This document provides information on upcoming finance training and professional development opportunities from BIS Finance.
Key events and opportunities mentioned include:
- An accounting standards update event on July 21st in London to cover IFRS updates and private sector developments.
- A government finance summer school in September focused on IFRS accounting standards with locations in Leeds, London, Bristol.
- Information on the government finance career pathways framework and career planner tool to aid career development.
- Various webinars, conferences, and software demos from groups like ACCA and ICAEW covering topics like blockchain, financial crime, and accounting software.
This document discusses scaling up an enterprise through growth, finance, and governance. It notes that once a prototype is launched, key priorities are achieving product/market fit, growing human resources and decision-making capacity, and securing finance. The presentation provides a roadmap for scaling up, including practical tools and methods for different aspects of scaling, and outlines common pitfalls. It also introduces the speaker, Philip Ammerman, and his background working with startups, private equity, and innovative firms.
The document discusses BlueNove, an innovation consulting firm. It provides the following key information:
1) BlueNove specializes in "Open Innovation" programs to help major companies collaborate with startups and develop new services.
2) One such program is the Orange Partner Startup Programme (OPSUP), which BlueNove designed to help Orange launch new mobile/web services.
3) OPSUP identifies startups, assesses opportunities, and supports partnerships like one with mob-it to mobilize websites onto phones.
Proposal of Cluster developement in SyriaDavide Menini
The document proposes a Cluster Development Program (CDP) to strengthen Syrian small and medium enterprises (SMEs) through cooperation and joint initiatives. The CDP would organize SMEs into industry clusters to increase production and commercialization. A pilot project is proposed to establish CDPs for agro-food and footwear clusters in Damascus and Aleppo. The project would involve diagnostic studies, strategy development, implementation planning, and evaluation to improve SME competitiveness and economic growth. A Cluster Development Agent would facilitate collaboration among stakeholders and coordinate cluster activities.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015.
Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
University-Business Cooperation Country Report BelgiumTodd Davey
Belgium represents the European average in university-business cooperation according to the document. The document discusses Belgium's level of university-business cooperation, comparing it to the European average. Key factors influencing and supporting university-business cooperation in Belgium are examined.
The document discusses key performance indicators (KPIs) and their use in monitoring implementation and results of strategies and programs. It provides examples of both good and poor KPIs. The main points made are:
1) KPIs should be clearly defined, relevant to the activities and expected results, reliable, and help assess implementation.
2) Data sources for KPIs need to be readily available and allow for comparisons over time and between groups.
3) Targets for KPIs must be realistic but still motivational. External evaluation is needed to assess the quality, effectiveness, and efficiency of strategies.
The document discusses innovation and research and development (R&D) spending based on several sources. It reports that the 2016 Global Innovation Index ranked Switzerland, Sweden, the UK, US, and Finland as the top 5 most innovative countries. It also notes that global R&D growth slowed after the 2009 financial crisis. The document then examines reasons why British businesses have been hesitant to invest in R&D, including economic uncertainty after 2008 and questioning of R&D practices. It suggests British firms could improve data collection, use of IT in product development, and allocating more revenue to R&D.
The document is a report from the IAB and Deloitte on online advertising spend in the Netherlands in 2012. It finds that overall online ad spend grew 8.4% in 2012 to €1.158 billion, driven primarily by search advertising which now accounts for over 50% of the online ad market. However, growth slowed in the second half of the year, with declines in classifieds and display advertising. Future growth is expected to continue slowing due to economic challenges. Internet remains the largest advertising medium in the Netherlands, continuing to outperform other channels.
Watch the launch of Strengthening FDI and SME Linkages in Portugal, held on 12 January 2022, featured opening remarks by by H.E. Pedro Siza Vieira, Minister of State for the Economy and Digital Transition, Portugal, and Yoshiki Takeuchi, Deputy Secretary-General, OECD. The event also featured expert contributions from the OECD, European Commission and Portuguese government officials.
The report found that while Portugal has a framework in place to encourage foreign firms and local SME collaboration, this now needs to be evaluated and also supported by regionally tailored approaches.
Explore the report at www.bitly.com/portugal-fdisme
Startup Funding in the UK - a guide by @GrantTree, designed by @nandylenOrsolya Anna Tóth
This document provides an overview of startup funding options available in the UK. It discusses various sources of funding including government resources, grants, loans, crowdfunding, angel investors, accelerators, incubators, and venture capital. National and regional business advice services are also outlined. The document provides details on specific funding programs and amounts that can be requested. It emphasizes that not all startups need funding and encourages evaluating whether funding is necessary.
University-Business Cooperation Country Report NetherlandsTodd Davey
University-business cooperation in the Netherlands is at the European average, however there are barriers that inhibit greater cooperation. The document is a report on university-business cooperation in the Netherlands that includes sections on the extent of cooperation, influencing factors, supporting mechanisms, and key stakeholders. It finds that while cooperation is average, barriers exist that could be addressed to foster more collaboration.
Joshua ECKBLAD and Dr.Tobias Gutmann on behalf of The Corporate Venturing Research in collaboration with Christian Lindener – CEO of Wayra Germany are delighted to announce and share the #CorporateVenturing #Report #2019 – a data-driven academic report which analyses #CorporateInvestment placed in USA, Europe and Asia as follows:
1️⃣All Investors In External Startups
2️⃣Corporate VC Investors
3️⃣Accelerator Investors
4️⃣2018 Global Startup Fundraising Survey
5️⃣2019 Global Startup Fundraising Survey (Please Distribute)
First ever survey of Belgian web-startups, what are their expectations of the future, how do they find investments, what are the bottlenecks for their growth ambitions? Invaluable for startups, VCs and governmental institutions...
This document provides an agenda and speaker information for a webinar on financial crisis survival and coronavirus homeworking challenges. The webinar includes presentations on solutions from Finance Brussels, Be Angels, and Edebex, followed by a Q&A session and conclusion. Corentin Scarcez from Finance Brussels will discuss the instruments in their financing toolbox. Claire Munck from Be Angels will cover how business angels are reacting to the crisis. David Van der Looven from Edebex will explain how their invoice financing marketplace can be a tool in an economic crisis by keeping private money mobilized to support the real economy.
Developing a Robust Evaluation Evidence Base for Business Support - Professor...enterpriseresearchcentre
The document discusses evidence on business support frameworks from the UK, Netherlands, and Denmark. It finds:
1) Existing UK evaluations found business support helped firms but impacts took time to realize. International models like Syntens and Growth Houses took deeper diagnostic approaches.
2) Syntens used innovation diagnostics and roadmaps to help less innovative Dutch SMEs. 55% of firms followed up and became more innovative, though impacts were not rigorously evaluated.
3) Growth Houses in Denmark provided business diagnosis, growth plans, and referrals to intermediaries. Evaluations found client firms grew faster than control groups. Managers saw face-to-face interactions and changing mindsets as strengths.
Visionary Marketing Business Cases - 2014-2020Yann Gourvennec
A list of our most significant business cases since our inception in 2014 up until early 2020. With success stories in WOMM and social media and content marketing as well as marketing strategy.
Government Finance Insight Newsletter - November 2015 Edward Harvey
The newsletter provides updates on finance-related activities and opportunities for professional development within the UK government. It announces that departments will focus on delivering objectives within their budgets in the coming year. It also highlights training opportunities including new certificates and qualifications in central government finance. Various updates are provided on initiatives to improve management information and implement the Financial Management Reform Programme.
University-Business Cooperation Country Report PolandTodd Davey
Significant change is required for Poland to improve collaboration between HEIs and business. The document discusses a study on university-business cooperation (UBC) in Poland. It finds that UBC activity and outcomes need to be elevated to an equal status with teaching and research. It also recommends that governments, HEIs, and businesses recognize UBC's role in creating a knowledge society and developing indirect social benefits.
This document discusses corporate social responsibility (CSR) in Belgium, particularly for small and medium enterprises. It provides background on the Belgian economy and the key role of SMEs. CSR in Belgium has origins in pioneering legislation and the social economic council. Drivers of CSR include values related to employees, competitive advantage, and added value. The government aims to promote CSR through legal frameworks, policies, and stakeholder dialogue on non-discrimination, public procurement, fair trade, and transparency.
Proces op basis waarvan bedrijven klanteninzichten detecteren en vertalen in nieuwe of verbeterde producten of diensten waar voldoende klanten effectief voor willen betalen is kritisch voor het succes van deze ondernemingen.
Proposal of Cluster developement in SyriaDavide Menini
The document proposes a Cluster Development Program (CDP) to strengthen Syrian small and medium enterprises (SMEs) through cooperation and joint initiatives. The CDP would organize SMEs into industry clusters to increase production and commercialization. A pilot project is proposed to establish CDPs for agro-food and footwear clusters in Damascus and Aleppo. The project would involve diagnostic studies, strategy development, implementation planning, and evaluation to improve SME competitiveness and economic growth. A Cluster Development Agent would facilitate collaboration among stakeholders and coordinate cluster activities.
Gec workshop corporate entrepreneurship march 2015 stefano mizioStefano Mizio
Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015.
Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.
University-Business Cooperation Country Report BelgiumTodd Davey
Belgium represents the European average in university-business cooperation according to the document. The document discusses Belgium's level of university-business cooperation, comparing it to the European average. Key factors influencing and supporting university-business cooperation in Belgium are examined.
The document discusses key performance indicators (KPIs) and their use in monitoring implementation and results of strategies and programs. It provides examples of both good and poor KPIs. The main points made are:
1) KPIs should be clearly defined, relevant to the activities and expected results, reliable, and help assess implementation.
2) Data sources for KPIs need to be readily available and allow for comparisons over time and between groups.
3) Targets for KPIs must be realistic but still motivational. External evaluation is needed to assess the quality, effectiveness, and efficiency of strategies.
The document discusses innovation and research and development (R&D) spending based on several sources. It reports that the 2016 Global Innovation Index ranked Switzerland, Sweden, the UK, US, and Finland as the top 5 most innovative countries. It also notes that global R&D growth slowed after the 2009 financial crisis. The document then examines reasons why British businesses have been hesitant to invest in R&D, including economic uncertainty after 2008 and questioning of R&D practices. It suggests British firms could improve data collection, use of IT in product development, and allocating more revenue to R&D.
The document is a report from the IAB and Deloitte on online advertising spend in the Netherlands in 2012. It finds that overall online ad spend grew 8.4% in 2012 to €1.158 billion, driven primarily by search advertising which now accounts for over 50% of the online ad market. However, growth slowed in the second half of the year, with declines in classifieds and display advertising. Future growth is expected to continue slowing due to economic challenges. Internet remains the largest advertising medium in the Netherlands, continuing to outperform other channels.
Watch the launch of Strengthening FDI and SME Linkages in Portugal, held on 12 January 2022, featured opening remarks by by H.E. Pedro Siza Vieira, Minister of State for the Economy and Digital Transition, Portugal, and Yoshiki Takeuchi, Deputy Secretary-General, OECD. The event also featured expert contributions from the OECD, European Commission and Portuguese government officials.
The report found that while Portugal has a framework in place to encourage foreign firms and local SME collaboration, this now needs to be evaluated and also supported by regionally tailored approaches.
Explore the report at www.bitly.com/portugal-fdisme
Startup Funding in the UK - a guide by @GrantTree, designed by @nandylenOrsolya Anna Tóth
This document provides an overview of startup funding options available in the UK. It discusses various sources of funding including government resources, grants, loans, crowdfunding, angel investors, accelerators, incubators, and venture capital. National and regional business advice services are also outlined. The document provides details on specific funding programs and amounts that can be requested. It emphasizes that not all startups need funding and encourages evaluating whether funding is necessary.
University-Business Cooperation Country Report NetherlandsTodd Davey
University-business cooperation in the Netherlands is at the European average, however there are barriers that inhibit greater cooperation. The document is a report on university-business cooperation in the Netherlands that includes sections on the extent of cooperation, influencing factors, supporting mechanisms, and key stakeholders. It finds that while cooperation is average, barriers exist that could be addressed to foster more collaboration.
Joshua ECKBLAD and Dr.Tobias Gutmann on behalf of The Corporate Venturing Research in collaboration with Christian Lindener – CEO of Wayra Germany are delighted to announce and share the #CorporateVenturing #Report #2019 – a data-driven academic report which analyses #CorporateInvestment placed in USA, Europe and Asia as follows:
1️⃣All Investors In External Startups
2️⃣Corporate VC Investors
3️⃣Accelerator Investors
4️⃣2018 Global Startup Fundraising Survey
5️⃣2019 Global Startup Fundraising Survey (Please Distribute)
First ever survey of Belgian web-startups, what are their expectations of the future, how do they find investments, what are the bottlenecks for their growth ambitions? Invaluable for startups, VCs and governmental institutions...
This document provides an agenda and speaker information for a webinar on financial crisis survival and coronavirus homeworking challenges. The webinar includes presentations on solutions from Finance Brussels, Be Angels, and Edebex, followed by a Q&A session and conclusion. Corentin Scarcez from Finance Brussels will discuss the instruments in their financing toolbox. Claire Munck from Be Angels will cover how business angels are reacting to the crisis. David Van der Looven from Edebex will explain how their invoice financing marketplace can be a tool in an economic crisis by keeping private money mobilized to support the real economy.
Developing a Robust Evaluation Evidence Base for Business Support - Professor...enterpriseresearchcentre
The document discusses evidence on business support frameworks from the UK, Netherlands, and Denmark. It finds:
1) Existing UK evaluations found business support helped firms but impacts took time to realize. International models like Syntens and Growth Houses took deeper diagnostic approaches.
2) Syntens used innovation diagnostics and roadmaps to help less innovative Dutch SMEs. 55% of firms followed up and became more innovative, though impacts were not rigorously evaluated.
3) Growth Houses in Denmark provided business diagnosis, growth plans, and referrals to intermediaries. Evaluations found client firms grew faster than control groups. Managers saw face-to-face interactions and changing mindsets as strengths.
Visionary Marketing Business Cases - 2014-2020Yann Gourvennec
A list of our most significant business cases since our inception in 2014 up until early 2020. With success stories in WOMM and social media and content marketing as well as marketing strategy.
Government Finance Insight Newsletter - November 2015 Edward Harvey
The newsletter provides updates on finance-related activities and opportunities for professional development within the UK government. It announces that departments will focus on delivering objectives within their budgets in the coming year. It also highlights training opportunities including new certificates and qualifications in central government finance. Various updates are provided on initiatives to improve management information and implement the Financial Management Reform Programme.
University-Business Cooperation Country Report PolandTodd Davey
Significant change is required for Poland to improve collaboration between HEIs and business. The document discusses a study on university-business cooperation (UBC) in Poland. It finds that UBC activity and outcomes need to be elevated to an equal status with teaching and research. It also recommends that governments, HEIs, and businesses recognize UBC's role in creating a knowledge society and developing indirect social benefits.
This document discusses corporate social responsibility (CSR) in Belgium, particularly for small and medium enterprises. It provides background on the Belgian economy and the key role of SMEs. CSR in Belgium has origins in pioneering legislation and the social economic council. Drivers of CSR include values related to employees, competitive advantage, and added value. The government aims to promote CSR through legal frameworks, policies, and stakeholder dialogue on non-discrimination, public procurement, fair trade, and transparency.
Similar to #TheArtOfCV - Belgian Corporate Venturing Barometer 2021 (20)
Proces op basis waarvan bedrijven klanteninzichten detecteren en vertalen in nieuwe of verbeterde producten of diensten waar voldoende klanten effectief voor willen betalen is kritisch voor het succes van deze ondernemingen.
De kracht van goed werkgeverschap - Inspiration Night 2017 sessie door Peggy ...Antwerp Management School
Steeds meer organisaties integreren de ambitie om een goede werkgever te zijn in missie- en visieteksten. Waar strategische oefeningen klassiek uitmondden in een eenzijdige ambitie richting de klant, zien we meer en meer brede intentieverklaringen met verwijzingen naar medewerker én samenleving. Tegelijkertijd stellen ondernemingen zich hierdoor kwetsbaar op. In VUCA-tijden wordt goed werkgeverschap niet zelden op de proef gesteld.
Hoe maken we ons sterk om goed werkgeverschap te garanderen, ook ten tijde van onzekerheid en verandering? Peggy besprak hoe we hiermee om kunnen gaan.
Fledgling leaders, leaders in the midst of things, leaders at the top: They have one thing in common. It’s hard to lead in a twisted world.
In this experiential workshop, our Team Leadership gave the participants an insight into the four threads of twisted leadership: self, shared, super and sustainable.
Leadership Team: Anne Lemaire, Jesse Segers, Karen Wouters, Katrien Nuyts
In ‘The Leader’s Clothes’, Koen Marichal and Jesse Segers of the Expertise Center Leadership at Antwerp Management School share stories of leaders who inspire their companies.
They combine them with the latest leadership research, which leads them to 19 insights. ‘The Leader’s Clothes’ urges us to reflect, discuss and make choices, and ultimately inspires us to take action for greater leadership.
https://www.antwerpmanagementschool.be/en/19-thoughts/
Unraveling the success of small-sized independent Belgian fashion designers -...Antwerp Management School
Tijdens het 'STIMA Branding & Fashion Café' sprak Sofie Jacobs over het ontrafelen van verschillende paden naar succes bij kleine zelfstandige modeontwerpers. Ze zei hierover het volgende:
Succes heb ik op twee manieren onderzocht: zakelijke groei en persoonlijk succes (dat laatste heeft dan meer te maken met subjectieve succesgevoelens, bv: eigen project kunnen realiseren, onafhankelijk zijn, doen wat je graag doet,…) Dit was tevens deel van mijn doctoraatsonderzoek. Het onderzoek is gebaseerd op zo’n 54 cases.
De drie belangrijkste resultaten, dus de zaken die leiden tot meer succes:
1. Het vinden van een evenwicht tussen exploreren en exploiteren is essentieel om het persoonlijk succes te bereiken. Zakelijk succes is hier minder afhankelijk van.
2. Het ideaalpad voor zowel zakekelijk als persoonlijk succes: een voltijdse modeontwerper zijn met hoge mate van ondernemerschapsvaardigheden
3. Voor het persoonlijk succes is het belangrijk een dominante businesslogica te volgen die aanwezig is in de modewereld. Voor zakelijk succes moet je die logica echter durven doorbreken.
Mijn advies aan startende modeontwerpers is:
- Samenwerken met andere ontwerpers om informatie en exploitatie te kunnen delen, en zo meer tijd vrij te maken voor het creatieve en innovatieve aspect (de exploratie)
- Jumpen, en trachten onmiddellijk te starten als voltijds ontwerper.
- De ondernemerschapsvaardigheden aanscherpen, risico’s durven nemen, maar ook geen angst hebben om te falen.
- Gebruik maken van het aanbod aan (gratis) advies en workshops dat voorhanden is.
Meer over ons Kennisnetwerk Creative Industries & Modemananagement:
https://www.antwerpmanagementschool.be/onderzoek/kennisnetwerk-creative-industries-modemananagement/
Who's the user of your product or service?
Where's your product or service aimed at?
Who decides on purchasing your product or service?
The answer to the above questions is "your customer".
And "your customer" can be each element in your ecosystem, from a private customer, an employee of to the organization itself.
The key is to convert customer insights in meaningful innovation.
This executive master class discusses how organizations are evolving from traditional hierarchies into identity workspaces where leadership is shared and boundaries between teams are more diffuse. The class, led by professors from Insead and Antwerp Management School, will examine how leadership roles have expanded from singular authority positions to collective influence across dynamic groups. Attendees will learn frameworks for navigating stable versus complex adaptive challenges and how leadership must adapt to increasingly interdependent organizational contexts.
Polariseren en depolariseren in turbulente tijden - Karin Heremans - Koninkli...Antwerp Management School
In turbulent times, polarization and depolarization are important concepts. Polarization refers to the strengthening of differing views on issues, while depolarization involves reducing polarization by finding common ground and understanding between opposing perspectives. This dynamic interplay between polarization and depolarization must be navigated to build consensus and progress on challenges.
Leiderschap tonen in duurzame ontwikkeling: hoe haalbaar is het? - Jan Beyne ...Antwerp Management School
The document discusses sustainable development and the United Nations Sustainable Development Goals (SDGs). It provides an overview of the SDGs and their history, including how they evolved from the Millennium Development Goals. It also discusses how businesses can integrate sustainability through future-proof business models and social enterprises. The presentation emphasizes the importance of localizing the SDGs and engaging leaders across sectors to work towards achieving the global goals.
Teaming on the fly: een speels leermoment - Jan Bal en Ive Vanderauweraert - ...Antwerp Management School
This document discusses the importance and challenges of teaming. It uses the example of building the Water Cube structure for the Beijing Olympics to illustrate teaming in action. The key aspects of successful teaming discussed are:
1) Scoping the project, structuring the team, and sorting tasks by interdependence (the "hardware");
2) Emphasizing a shared purpose, building psychological safety, embracing failure and conflict (the "software");
3) Reflecting on how well the team implemented both the hardware and software aspects of teaming.
This document discusses how Normalized Systems (NS) theory can help establish sustainable business cases for Internet of Things (IoT) endeavors by addressing IoT challenges. NS theory proposes fine-grained modular structures to control complexity through principles like separating tasks and ensuring modules are version transparent. It also provides standardized elements like workflows that can be combined and customized to build reusable and evolvable applications. By considering NS aspects like evolvability from the start, IoT initiatives can help address challenges like unprecedented change over time.
Strategisch HRM is oud(t), duurzaam HRM is in.
Net zoals organisaties niet ontsnappen aan slingerbewegingen, ontsnapt ook een managementdiscipline als HRM niet aan deze slingerdynamiek. Wanneer de slinger langs de ene kant te veel dreigt door te slaan, ontstaat een tegenwerkende kracht aan de andere kant. Waar stuit het strategisch HR-denken vandaag op zijn grenzen? Zit het hem in het eenzijdig bedrijfseconomisch canvas, of is er meer aan de hand? Vast staat dat vandaag de H(uman)-kant de hardere M(anagement)-kant uitdaagt.
Naar aanleiding van de 20ste verjaardag van haar opleiding Master in Human Resource Management zette Antwerp Management School "duurzaamHRM" resoluut op de kaart tijdens het event "Back to the Future of HRM@AMS"..
Prof. Peggy De Prins presenteerde tijdens dit event haar nieuwste boek waarin zij “12 sleutels voor duurzaam HR” een duurzaamheidscanvas aanreikt dat u in staat stelt om uw HR-positie (opnieuw) in balans te brengen. Deze 12 sleutels zetten u aan het werk en geven duurzaam HRM zuurstof met als uiteindelijke finaliteit winst zowel aan werknemers-, werkgevers- als maatschappelijke kant.
Prof. dr. Ans De Vos, SD Worx Chair “Next Generation Work: Creating Sustainable Careers”, Antwerp Management School, gaf haar kijk op Duurzame loopbanen, voorgesteld en toegepast op typische HR-loopbanentrajecten van HRM-alumni.
Het event werd afgesloten met een debat over Waarom duurzaam HR de toekomst is? panelleden: Janssen Pharmaceutica NV: Tom Heyman (CEO) en Hilde Claes (VP HR Janssen Campus Belgium); UZA : Johnny Van der Straeten (Gedelegeerd Bestuurder) en Hildegard Hermans (Directeur Personeel); Moderator: Prof. dr. Lou Van Beirendonck, Academisch Directeur van de Master Class in HRM, Antwerp Management School
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
2. 1. Foreword
2. Highlights 2021
3. CV Barometer: Established firms
4. CV Barometer: Young firms
5. Methodology
6. About AMS
7. About PwC
Belgian CV Barometer 2021
Table of content
3. The value of this CV Barometer lies in the fact that we analyze the Corporate
Startup Collaborations (CSC) in the Belgian market from the perspective of
established firms (EFs) and young firms (YFs), where we notice some interesting
differences in ambition and motives between both types of companies.
In this third edition of our CV Barometer we compare important figures with the
insights of last years and we added a section on the impact of COVID-19 on
CSC. Although the pandemic hit us hard, we notice, both for EFs and YFs an
increased intensity of collaboration (+70% of respondents).
We tried to capture the crucial insights in this presentation. If you want to discuss
more findings, please do reach out to us.
Vincent Molly Andries Reymer
Foreword
4. Before you start: Abbreviations used
SME - Small and Medium sized Enterprises (less than 250 employees)
FB - Family Businesses (firm is perceived as a family business)
LE - Large Enterprises (more than 250 employees)
NFB - Non-Family Businesses
EF - Established Firms (SME, FB, LE, NFB founded more than 10yrs ago)
YF - Young Firms (founded less than 10yrs ago)
SU - StartUp or ScaleUp
ScU - ScaleUp
I/A - Incubator/Accelerator
(+) - Moved up in comparison with 2020 Barometer
(-) - Moved down in comparison with 2020 Barometer
5. Corporate Startup Collaborations continue to grow.
(from 20% in 2019, to 22% in 2020, to 23% in 2021)
YFs experience higher negative impact due to COVID.
However, both for YFs and EFs the impact on CSC remains
limited.
Equity based forms of collaborations are considered more
often than in previous years.
Belgian CV Barometer 2021
Highlights
9. Worked in the past 3 years together on innovation with
(in order of importance):
1. Suppliers
2. Customers
3. (+) Other firms outside the industry
4. (+) Research institutions
5. (-) Other firms within the industry
Belgian CV Barometer 2021
Established firms
data
10. SMEs and FBs worked less together with customers, research
institutions and other firms outside their industry than LEs and
NFBs.
insights
Belgian CV Barometer 2021
Established firms
11. data
Belgian CV Barometer 2021
Established firms
Almost 1 out of 4 (22,9%) established firms worked on a strong to very
strong degree together with SUs in the past 3 years
For 70% (-2% wrt 2020) of the established firms the intensity of
working together with SUs has increased in the past 3 years
12. SMEs and FBs worked less together with SUs than LEs
and NFBs.
FBs worked together with less SUs than NFBs.
insights
Belgian CV Barometer 2021
Established firms
13. For the future, more established firms plan to work together on a
strong to very strong degree with SUs:
22,9% (+0,9% wrt 2020) did so in the past 3 years
↓
29% (-1% wrt 2020) has plans for doing so in 2021
↓
40,9% (+6,9% wrt 2020) has plans for doing so in 2 tot 5 years time
Belgian CV Barometer 2021
Established firms
data
14. SMEs have less plans for the future to work together with
SUs compared to LEs.
No differences between FBs and NFBs regarding their
plans to work together with SUs in the future.
Belgian CV Barometer 2021
Established firms
insights
15. data
Belgian CV Barometer 2021
Established firms
forms of cooperation in the past 3 years:
1. Attending network events where startups are present
2. Buying products or services from startups
3. Starting and developing a project together with a startup
4. Setting up a strategic cooperation with a startup
5. Giving advisory and guidance to startups
6. (+) Sponsoring or co-organizing network events where startups are present
7. (+) Granting startups access to business assets such as machinery, knowledge or office space
8. (+) Going on (international) mission to find inspiration and innovation and to meet startups
9. (-) Organizing or sponsoring competitions and awards oriented towards startups
10. (+) Organizing or sponsoring of hackathons
16. Equity-based forms of cooperation are not in the top 10 of
cooperations in the past 3 years.
SMEs and FBs explored a smaller combination of different
forms of cooperation in the past 3 years compared to LEs
and NFBs.
Belgian CV Barometer 2021
Established firms
insights
17. data
Belgian CV Barometer 2021
Established firms
forms of cooperation planned for 2021:
1. Buying products or services from startups
2. Attending network events where startups are present
3. (+) Setting up a strategic cooperation with a startup
4. (-) Starting and developing a project together with a startup
5. (-) Granting startups access to business assets (machinery, knowledge, office space)
6. (+) Giving advisory and guidance to startups
7. Going on (international) mission to find inspiration and innovation and meet startups
8. (-) Sponsoring or co-organizing network events where startups are present
9. (+) Doing an acqui-hire
10. (+) Supporting an accelerator programme with other corporates
18. Equity-based forms of cooperation enter the top 10 of planned
cooperations in 2021 (doing an acqui-hire).
Supporting a corporate accelerator programme enters the top 10.
Belgian CV Barometer 2021
Established firms
insights
19. data
Belgian CV Barometer 2021
Established firms
forms of cooperation to explore in 2 - 5 years:
1. (+) Giving advisory and guidance to startups
2. (+) Starting and developing a project together with a startup
3. (-) Attending network events where startups are present
4. (+) Setting up a strategic cooperation with a startup
5. (-) Granting startups access to business assets (machinery, knowledge, office space)
6. (+) Going on (international) mission to find inspiration and innovation and meet startups
7. (+) Doing an acqui-hire
8. (-) Sponsoring or co-organizing network events where startups are present
9. (-) Buying products or services from startups
10. (+) Taking over a startup
20. Taking over a SU enters the top 10 of planned cooperations in 2
- 5 years time.
Giving advisory, attending network events and starting a project
together with a SU remain important for the future.
Buying from startups keeps losing importance
Belgian CV Barometer 2021
Established firms
insights
23. About the authors
Prof. dr. Vincent Molly
Vincent Molly is Academic Director of the BENE program
at the Antwerp Management School and professor of
Strategy, Entrepreneurship and Family Business at KU
Leuven – faculty of Economics & Business. He is also
co-founder of Familymind and Straio. His passion and
expertise lie in the field of family business, business
transfer, entrepreneurship, innovation and strategic and
financial management of SMEs.
24. Established firms are the least aware of the following forms of cooperation
(in order of importance):
1. Organizing or sponsoring of hackathons
2. (+) Developing an own incubation program oriented towards startups
3. (-) Joining an acceleration program together with other organizations
4. (-) Starting an own acceleration program
5. (+) Licensing with a startup
Belgian CV Barometer 2021
Established firms
25. data
Belgian CV Barometer 2021
Established firms
Top 3 of most important motives forwarded by established firms for
the past and planned cooperations with SUs (in order of importance):
1. Exploring new products and markets
2. (+) Gaining knowledge and competences
3. (-) Increasing brand awareness
3. (+) Getting access to new technologies
26. The following motives are less frequently mentioned: getting
access to intellectual property, accessing and retaining
employees, and getting benefits from sharing business assets.
For the future, getting access to new technologies becomes
more important, and increasing brand awareness becomes
less important as one of the main motives
Main motive differs depending on the form of cooperation with
the SU.
Belgian CV Barometer 2021
Established firms
insights
27. Belgian CV Barometer 2021
Established firms
Top 5 of channels through which established firms and SUs
reached out towards each other (in order of importance):
1. (+) We were approached by a SU
2. (-) We directly contacted a SU ourself
3. Through a university or knowledge institution
4. Through an employers’ organization
5. Through an incubator/accelerator (I/A)
data
28. Firms mostly approach each other directly, without the help
of intermediairies.
SMEs used the following channels less compared to LEs:
through an incubator / accelerator; through a university or
knowledge institution; and through a consulting firm.
FBs used the following channel less compared to NFBs:
through an incubator / accelerator
Belgian CV Barometer 2021
Established firms
insights
29. Preference regarding proximity of SUs for future cooperations
(in order of importance):
1. A Belgian SU
2. A local SU
3. A European SU
4. No preference
Belgian CV Barometer 2021
Established firms
data
30. Proximity of partner plays a role for most established firms.
FBs prefer more to work together with a local SU compared to
NFBs.
LEs prefer more to work with a European SU compared to SMEs.
Belgian CV Barometer 2021
Established firms
insights
31. Preference regarding type of SUs for future cooperations
(in order of importance):
1. A scale-up
2. A SU in the phase of product/market fit
3. A SU in the phase of problem/solution fit
Belgian CV Barometer 2021
Established firms
data
32. Most established firms have a strong preference for more
mature SUs.
Belgian CV Barometer 2021
Established firms
insights
33. data
Belgian CV Barometer 2021
Established firms
Top 5 of most important challenges experienced by established
firms in their cooperation with SU (in order of importance):
1. (+) It was very difficult to fit activities and time investment in daily operations
2. It was very difficult to select the right SU for our company
3. (-) The decision-making in our company and the SU was too different
4. (-) There were too big cultural differences between our company and the SU
5. (+) It was very complex to set up a cooperation with a corporate
34. SMEs experience more difficulties regarding finding and getting in
contact with SUs compared to LEs
SMEs experience less difficulties regarding cultural differences with
SUs, different decision-making, and motivating employees for these
collaborations compared to LEs
FBs experience less difficulties regarding different decision-making
and regarding fitting in these activities into the daily operations
compared to NFBs
Belgian CV Barometer 2021
Established firms
insights
35. data
Belgian CV Barometer 2021
Established firms
Most important reasons why established firms have not
cooperated yet with SUs in the past 3 years (in order of
importance):
1. Very difficult to fit activities and its time investment into the daily operations
2. (+) We focus very little on innovation in our company
3. (-) We very little work together with other parties when innovating
4. No idea how to select the right SU
5. (+) We have little to offer to SUs
6. (-) No idea how to find and get in contact with SU
36. The time investment worries many firms, no matter what type
or size of established firm
Firms that look for cooperation with SUs are those who put
(open) innovation high on their agenda
SMEs frequently underestimate what they have to offer to SUs,
but at the same time underestimate the budget that can be
needed
FBs worry more about the lack of knowledge that is needed to
successfully govern these collaborations, but worry less about
cultural differences between them and the SUs
Belgian CV Barometer 2021
Established firms
insights
37. Did you experience a negative impact because of Covid-19 on
your collaboration with SUs:
Totally not: 25%
Almost not: 19%
Limited: 33%
To a strong degree: 17%
To a very strong degree: 6%
Belgian CV Barometer 2021 - NEW
Established firms
data
38. • For more than 75% of the established firms, the impact of
Covid-19 on CSC is (very) limited
• FBs experience a much lower negative impact of Covid-19 on
CSC compared to NFBs
Belgian CV Barometer 2021 - NEW
Established firms
data
insights
41. 50% (-3% wrt 2020) of young firms worked on a strong to very strong degree
together with established firms (EFs) in the past 3 years
For almost 3 out of 4 (73% -4% wrt 2020) young firms the intensity of working
together with EFs has increased in the past 3 years
50%
Belgian CV Barometer 2021
Young firms
42. data
Belgian CV Barometer 2021
Young firms
For the future, more young firms plan to work together on a strong to
very strong degree with EFs:
50% (-3% wrt 2020) did so in the past 3 years
↓
59% (-3% wrt 2020) has plans for doing so in 2021
↓
74% (+1% wrt 2020) has plans for doing so in 2 tot 5 years time
43. data
Belgian CV Barometer 2021
Young firms
forms of cooperation established in the past 3 years:
1. (+) Selling products or services to corporates
2. (-) Attending network events where corporates are present
3. (+) Starting and developing a project together with a corporate
4. (+) Setting up a strategic cooperation with a corporate
5. (-) Pitching to executives or on events where corporates are present
6. (-) Receiving advisory and guidance from corporates
7. Going on (international) mission to find inspiration and innovation and meet corporates
8. (+) Getting access to business assets (machinery, knowledge, office space)
9. (-) Participating to competitions and awards organized by corporates
10. (+) Getting a license from a corporate
44. Equity-based forms of cooperation are not in the top 10 of
collaborations in the past 3 years.
Belgian CV Barometer 2021
Young firms
insights
45. In 2006, Andries graduated from the University of
Antwerp as a Master of Integrated Product Development.
He has worked in several different roles across a broad
variety of industries, from start-ups to multinationals.
Since 2016, Andries has combined innovation research
and one-on-one consulting for Antwerp Management
School. He assists a diverse selection of companies in all
aspects of value innovation. He is also active as a guest
professor for the full-time master programs.
About the authors
Andries Reymer
46. data
Belgian CV Barometer 2021
Young firms
forms of cooperation planned for 2021:
1. Setting up a strategic cooperation with a corporate
2. (+) Attending network events where corporates are present
3. (+) Pitching to executives or on events where corporates are present
4. Starting and developing a project together with a corporate
5. (-) Selling products or services to corporates
6. Receiving advisory and guidance from corporates
7. Participating to competitions and awards organized by corporates
8. (+) Going on (international) mission to find inspiration and innovation and meet corporates
9. (-) Getting access to business assets (machinery, knowledge or office space)
10. (+) Participating to a hackathon
47. Setting up a strategic cooperation remains the most important
form of collaboration in 2021.
Participating to an incubation program is no longer in the top 10.
Participating to a hackathon enters the top 10.
Belgian CV Barometer 2021
Young firms
insights
48. data
Belgian CV Barometer 2021
Young firms
forms of cooperation to explore in 2 to 5 years:
1. Going on (international) mission to find inspiration and innovation and meet corporates
2. (+) Getting access to business assets such as machinery, knowledge …of corporates
3. (-) Participating to competitions and awards organized by corporates
4. (+) Acquisition by a corporate
5. (-) Setting up a strategic cooperation with a corporate
6. (+) Receiving advisory and guidance from corporates
7. (+) Starting and developing a project together with a corporate
8. (-) Setting up a joint venture with a corporate
9. (+) Participating to an acceleration program organized by several corporates
10. (+) Participating to a hackathon
49. Equity-based forms of cooperation (acquisition by a corporate,
setting up a joint venture) enter the top 10 of cooperations to be
explored in the future.
Attending network events, and selling to corporates are no longer
in the top 10.
For the future more interest also goes to getting access to
business assets and going on (inter)national mission.
Belgian CV Barometer 2021
Young firms
insights
51. Young firms are the least aware of the following forms of cooperation
(in order of importance):
1. Participating to a hackathon
2. (+) Participating to an incubation program organized by a corporate
3. (-) Participating to acceleration program co-organized by corporates
4. (-) Participating to an acceleration program organized by single corporate
5. (-) Pitching to executives
Belgian CV Barometer 2021
Young firms
52. Belgian CV Barometer 2021
Young firms
Top 3 of most important motives forwarded by young firms for the
past and planned collaborations with established firms
(in order of importance):
1. Getting access to the market
2. Increasing credibility
3. Getting access to financial resources
data
53. The following motive is less frequently mentioned: increasing
exit potential.
Main motive differs depending on the form of cooperation with
the EF.
Belgian CV Barometer 2021
Young firms
insights
54. Top 5 of most important channels through which young firms
reached out towards established firms (in order of importance):
1. We directly contacted a corporate ourself
2. We were approached by a corporate
3. Through an incubator / accelerator
4. Through an employers’ organization
5. Through a university or knowledge institution
Belgian CV Barometer 2021
Young firms
data
55. Young firms mostly approach established firms directly and are only
in second order approached by EFs.
As an intermediary, Incubators/Accelerators (I/A) play the largest
role in matchmaking.
ScU have more directly contacted EFs themselves compared to
SUs.
Belgian CV Barometer 2021
Young firms
insights
56. Preference regarding proximity of established firms for future
cooperation (in order of importance):
1. A Belgian corporate
2. A European corporate
3. A local corporate
4. No preference
5. Non-European corporate
Belgian CV Barometer 2021
Young firms
data
57. Most young firms prefer cooperation with a Belgian corporate,
which corresponds to the preference of established firms
YFs enrolled in I/A programs prefer less a local player and more
an EU or a non-EU player.
Belgian CV Barometer 2021
Young firms
insights
58. Preference regarding type of established firms for future
cooperation (in order of importance):
1. An SME
2. (+) A multinational
3. A family business
4. (-) No preference
Belgian CV Barometer 2021
Young firms
data
59. Most young firms are strongly attracted towards SMEs for
setting up a cooperation.
YFs enrolled in I/A programs prefer less an SME, and more a
multinational compared to YFs not enrolled in such programs.
Belgian CV Barometer 2021
Young firms
insights
60. How strongly linked are your activities compared to those of the EFs
(in order of importance):
1. (+) Our activities were very strongly linked
2. (-) Our activities were partly linked
3. Our activities were totally not linked
Belgian CV Barometer 2021
Young firms
61. data
Belgian CV Barometer 2021
Young firms
Top 5 of most important challenges experienced by young firms
for their cooperation with EFs (in order of importance):
1. (+) There were too big cultural differences between our firm and the corporate
2. (-) The decision-making in our company and the corporate was too different
3. (-) It was difficult to find and get in contact with corporates
4. (-) It was very difficult to fit these activities and its time investment into the daily operations
5. It was very complex to set up a cooperation with a corporate (legal, IP)
62. Different decision-making and cultural differences are seen as
the biggest challenges for YFs.
Finding EFs is seen as a bigger challenge than making the right
selection of EF.
YFs that are enrolled in I/A programs experienced bigger
challenges regarding finding and getting in contact with EFs.
ScUs experienced bigger challenges regarding cultural
differences compared to SUs.
Belgian CV Barometer 2021
Young firms
insights
63. Did you experience a negative impact because of Covid-19 on
your collaboration with EFs:
• Totally not: 11%
• Almost not: 23%
• Limited: 36%
• To a strong degree: 19%
• To a very strong degree: 11%
Belgian CV Barometer 2021 - NEW
Young firms
data
64. • YFs experienced a higher negative impact of Covid-19 on
CSC compared to EFs
• However, for 70% of the young firms, the impact of Covid-19
on CSC is (very) limited
Belgian CV Barometer 2021 - NEW
Young firms
insights
66. Read more about
our research
Participate here
to our
study
The insights in this report are based on the answers of almost
600 Belgian firms, of which 55% are established firms and 45%
young firms (founded less than 10 years ago). 67% of the
established firms concern small- and medium-sized enterprises
(less than 250 employees). 42% of the established firms perceive
themselves as a family business. The firms are mainly active in
the services, technology, industrial, trade and construction
sector. 84% of the firms are B2B, 51% are B2C and 21% B2G
(business to government).
Sample
67. Antwerp Management School is an international business school that helps its customers to
create sustainable value by shaping talent into becoming Global Citizens, mastering the art
of decision-making and leading people. To accomplish this mission, Antwerp Management
School delivers state-of-the-art management knowledge, anchored in a business and
organizational context. This is the fundamental basis on which we put three value pillars
that we believe are needed to become Global Citizens.
Antwerp Management School enters into partnerships with companies and organizations
that strive towards excellence in their field. We look for synergies with our partners, who
actively contribute to and benefit from those synergies. Our common goal is sustainable
value creation through the creation of a network that allows innovative and pioneering
reflection.
Read more
About Antwerp Management School
68. Both PwC and PwC Legal have been advising and assisting corporations, small, mid-size
and large companies and family businesses for years and they have been early supporters
and enablers of the start-up and scale-up community, whether local or international.
Working hand in hand with these businesses, partners at both the consulting firm and the
law firm are in a well-placed position to understand their clients’ needs.
Corporate clients everyday increasingly strive to innovate, a field where start-ups and
scale-ups excel in, and they have the ability and means to manage challenges of possible
disruption from the latter.
Both firms are acting as a catalyst to provide an easier connection between corporate
clients and the start-up community and accompany them in their venturing journey with the
necessary legal, tax, technical, strategic and financial expertise.
About our partners PwC & PwC legal
Read more
69. Please notice that despite the large size of our dataset, this is no guarantee for the
representativeness of the whole population of firms. Comparison to other studies is only
partly possible when taking into account sample characteristics, definitions and
methodology. We can’t be held responsible for the completeness and accuracy of the
information provided.
This report may be freely distributed, republished and posted as long as the authors are
mentioned and the content is not modified, decompiled or reference to the source is being
removed.
Disclaimer
70. Adapted from a design by Vexels
Collaboration by Chanut is Industries from the Noun Project
Equity – Free Icons Library
Covid-19 – IMN Creative
Ship by Anne Bittencourt from the Noun Project
Photo by Stefan Gunnarsson on Unsplash
Photo by Thomas Vimare on Unsplash
Photo by Bruno Cervera on Unsplash
Photo by Filip Bunkens on Unsplash
Photo by JJ Ying on Unsplash
A special thanks to all the companies that participated to our study, and to all the students at KU Leuven who supported us in the
data collection.
🙏🏻
Sources