Getting elephants to dance - Wie etablierte Unternehmen erfolgreiche Acceleratoren bauen
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The document discusses the importance of corporate accelerators in fostering innovation within established companies, emphasizing the need for a shift in culture and management to support entrepreneurial initiatives. It highlights the challenges faced by large organizations, referencing the 'innovator's dilemma' and the necessity of creating an ecosystem that encourages collaboration between corporates, startups, and intrapreneurs. Key elements for a successful accelerator include C-level commitment, straightforward processes, and a strong focus on team dynamics and cultural impact.
![Deloitte Digital Getting Elephants to dance! 11
Organisation &
Culture
Processes People Space
There are four central elements which are totally different in
a startup and apply for accelerators as well
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Getting elephants to dance - Wie etablierte Unternehmen erfolgreiche Acceleratoren bauen
- 1. Deloitte Digital Getting Elephants to dance! 1 Getting elephants to dance! „Wie etablierte Unternehmen erfolgreiche Accelerator bauen“ A. Harting / O. Kempkens @ Corporate Startup Summit December 3rd, 2014
- 2. Deloitte Digital Getting Elephants to dance! 2 The best way to predict the future is to create it. - Peter Drucker
- 3. Deloitte Digital Getting Elephants to dance! 3 Accelerators are “in” – and they provide a boost to the entrepreneurial culture in Germany Entrepreneurial Culture is key to successful Corporate Innovation – we have to learn to fail with grace Corporate Acceleration is an art – not a science – with many pitfalls to deal with but also great upside Today’s story
- 4. Deloitte Digital Getting Elephants to dance! 4 Corporate Manager Andreas Harting Mgmt. Consultant CMO, Member of the Executive Board, SVP, Product Manager Manager, Associate >19 years of entrepreneurial, operational & consulting experience • Business & Digital Transformation • Global Marketing & Sales • Venture Capital Entre- preneur Co-Founder/ Managing Director Co-Founder/ Managing Director, Deloitte Digital GmbH
- 5. Deloitte Digital Getting Elephants to dance! 5 Oliver Kempkens Design Thinking Process & Innovation Expert, Project Lead Visiting Professor, Visiting Lecturer >13 years on the border between entrepreneurship & corporate routine • Business & Digital Transformation • Design Thinking & User-Centrism • Change Management Entre- preneur Co-Founder/ Managing Director Consulting / Change Management Sr. Director, SAP CEO, Adapt or Die
- 6. Deloitte Digital Getting Elephants to dance! 6 Return externally developed assets to the mother company in case of success! Why do elephants struggle to dance? Some conclusions from “The Innovator‘s Dilemma“ Pursue disruptive Innovations in small organizations externally to the mother company
- 7. Deloitte Digital Getting Elephants to dance! 7 5.000.000 4.000.000 3.000.000 2.000.000 1.000.000 0 -1.000.000 -2.000.000 -3.000.000 -4.000.000 -5.000.000 1977 1981 1985 1989 1993 1997 2000 2005 Startups and small organizations are driving innovation and growth in the labor market Source: Business Dynamics Statistics, Tim Kane Net Job Change – Startups Net Job Change – Existing Firms
- 8. Deloitte Digital Getting Elephants to dance! 8 >225 programs world-wide >4000 companies accelerated >200 exits over $ 3bn Accelerators are at an all time high and most corporates are looking into this topic as a driver for innovation Source: www.seed-db.com, www.ycombinator.com, estimates for 2005-2014 Since 2005: >700 companies >$ 4bn funding >$ 30bn valuation funding over $ 7bn
- 9. Deloitte Digital Getting Elephants to dance! 9 A variety of accelerator models with differing success rates indicate a maturing business model Investor funded Corporate funded Corporate built Government built
- 10. Deloitte Digital Getting Elephants to dance! 10 Axel Springer is a best practice case using an accelerator to help covering the entire value chain in logical order Business Stage Size 0 R&D & Development Growth Investment Strategic Product Development Electronic Media Division Early-stage Investment Source: Axel Springer SE Acceleration
- 11. Deloitte Digital Getting Elephants to dance! 11 Organisation & Culture Processes People Space There are four central elements which are totally different in a startup and apply for accelerators as well [ ]
- 12. Deloitte Digital Getting Elephants to dance! 12 Culture is key to success – also for accelerators Culture eats Strategy for Breakfast. – Peter Drucker „ vs
- 13. Deloitte Digital Getting Elephants to dance! 13 Established firms often cultivate a culture that does not deploy their full human potential Narrow-minded controlling routines PotentialProblems Closed minds & homogeneous culture Habitual behavior & routines Punishment of failure Rejection of outside ideas (NIH) Suppression of valuable inside ideas Experience Talent pools (human capital) Hundreds of ideas & opportunities Sufficient & stable resources Deep knowledge of technology & markets Proven processes & structures vs
- 14. Deloitte Digital Getting Elephants to dance! 14 Optimizing of ERP systems, claims-handling & supply chain Typical projects Understanding & predicting customers’ needs & behaviors Increasing efficiency & productivity and lowering costs Overarching goals Using new insights to serve customers & foster business IT professionals & industry experts Competency required Entrepreneurs, Techies & other passionate experts Project completed in time, as planned and within budget Success indicator Employees use data to generate new insights & new business Project approaches differ substantially between the corporate and the startup world Corporate IT Project Startup App Project Traditional Project Management Project structure Discovery-driven Management
- 15. Deloitte Digital Getting Elephants to dance! 15 User-centered processes can drive innovation in established firms and enhance customer satisfaction Understand Create Deliver Empathy Define Ideate Prototype Test Understanding ends in insight. Creation ends in ideas. Delivery ends in reality.
- 16. Deloitte Digital Getting Elephants to dance! 16 Exponentially increased complexity requires new collaboration processes and more team players Complex problems Single discipline Multiple discipline Simple problems YESTERDAY TODAY
- 17. Deloitte Digital Getting Elephants to dance! 17 Corporate organizations need to develop their talents from managers to intrapreneurs ACTION VISION Source: Amit, 1999 Dreamer Inventor Entrepreneur/ Intrapreneur Artist Manager Worker
- 18. Deloitte Digital Getting Elephants to dance! 18 Intrapreneurs need a different management approach 1Flat hierarchies 2 Fewer rules & regulation 3 Active encouragement to pursue own ideas 4 Emotional leading (not via KPI) 5 Transparent career paths 6 Success and failure studies
- 19. Deloitte Digital Getting Elephants to dance! 19 A corporate accelerator needs to use intrapreneurs to act as a separate “business innovation speedboat” Corporate Accelerator Concept Build & Operate Transfer 1 Setting up the Accelerator Blue Print & Execution Roadmap 2 Building & operating the functional Organization 3 Transferring the Accelerator to a fully dedicated Accelerator Team STRATEGY & External Resources IMPLEMENTATION & Internal Resources
- 20. Deloitte Digital Getting Elephants to dance! 20 Ideally a corporate accelerator goes “all the way” from idea selection and development to execution Recurring Idea screening & selection Assessment & Partner Screening/ Matching Execution Tracks Business Modelling: Prioritize according to economic benefit for corporate Defining Execution Tracks: • Build • Cooperate • JV • M&A External Eco- system Launch Selecting Projects & Ideas Operations Universities Entre- preneurship Centers VCs Startups … Supporting: • Connect to corporate partners & startups • Offer shared services Focus of current models
- 21. Deloitte Digital Getting Elephants to dance! 21 Corporates Entrepreneurs & Startups 3rd parties & Co-entrepreneurs A successful accelerator will become an ecosystem itself, providing benefits to all parties involved Professionalized & transparent innovation set up Cultural impact Fast processes & execution Access to startups & entrepreneurs Brand enhancement Smart money investment Visibility Access to valuable resources: • Infrastructure (IT, office) • Industry contacts • Large mentor network • Critical assets Reputation & recognition Expanded own ecosystem & footprint Access to profound industry knowledge
- 22. Deloitte Digital Getting Elephants to dance! 22 C-Level Commitment C-Level Commitment with clear resource allocation Governance Independence to work with startups and clearly defined KPIs to C-Level Simple Processes Simple & fast decision making on deal flow and management processes Networking Internal connection of founders and founders with corporate employees Passion to Execute Passionate and execution-driven team Team Credibility through real entrepreneurs in the management Key Learnings: It’s all about team, culture & execution
- 23. Deloitte Digital Getting Elephants to dance! 23 So let‘s bring the startup and the corporate world together for something really unique! If you don't found a startup, be in intrapreneur!
- 24. Deloitte Digital Getting Elephants to dance! 24 Thank you!
Editor's Notes
- #7: Indeed, in particular very well managed firms which are innovation leaders in their value network and which are very closely listening to their customers‘ needs are very likely to fail to respond to disruptive changes; exactly those genes which made the enterprise successful in its specific business model inherently prevent the company to develop disruptive innovations and bring disrupting business models to market. We might not like having to confess that, but instead of fighting the truth we should rather harness the laws of innovation, provide all degrees of freedom and …