The document summarizes the results and impacts of various companies' participation in the Accelerate project. The project aimed to identify needs for go-to-market acceleration in industry and collect metrics from use cases. Participating companies reported benefits like improved ability to bring products to market, establishing new ventures, increased networking and academic knowledge of acceleration best practices.

1. Experience & validation reports
Susanna.Teppola@vtt.fi
Paivi.Jaring@vtt.fi
Asta.Back@vtt.fi
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- Summary of the use cases of Accelerate-project and their impact

2. A platform for the acceleration of go-to market in
the ICT-industry
The target of industrial use cases and pilots was to:
Plan and conduct go-to-market use cases
Identify needs for go-to-market in industry
Collect individual KPIs and metrics from various acceleration
use cases
Gather guidelines and best practices for acceleration
Evaluate the success of the selected projects and programs
in terms of go-to-market

3. Idea Stage
Problem /
Solution Fit
Product /
Market Fit
Scaling
Value
Creation
Value
Capture
Value
Sustainability
Industrial go-to-market use cases and pilots
Acceleration technology /
service providers
Acceleration technology/
service users

4. Industrial go-to-market use cases and pilots
Acceleration technology /
services
Acceleration industrial use cases

5. Idea Stage Problem/Solution fit Product/Market fit Scaling
# of ideas;
# of patents;
# of people submitting ideas;
# of people participated in
processing ideas;
Cycle time to the first
processing and screening of
idea;
Presence of highly qualified
personnel;
Presence of innovation
motivation in the company;
Presence of stimulus to
innovation in the company;
Presence of multidisciplinary
teams;
# of ideas promoted outside
local framework;
# of innovation proposal
presented vs # of innovation
proposed funded;
Satisfaction survey results;
Use of portal in # of users;
# of products released for test
marketing;
# of ideas turn into new
product/service;
Average time for ideas to be
defined in a project;
Average time for ideas to go to
market;
Implementation ratio of
innovation proposals;
# of new projects put on the
market; versus the # of new
problems that were put on the
table (Solution);
# of patents active.
# of all downloads and current
installations with growth rate;
Use of portal in number of users;
# of ideas turn into new businesses;
Recurring: % ratio recurring/new
sponsors;
Retention: % dropouts after each
cycle;
Amount of money collected by direct
sales of new products/services;
% of products/services revenue;
Net Promoter Score (NPS);
Customer Satisfaction Index;
Customer Lifetime Value;
# of new projects put on the market;
# of new patents as a result of the
innovation process;
# of (internal) startups;
Resources dedicated to
promote new
businesses;
Expansion: growth rate
of community;
Operational cost vs.
benefits;
# of new employment in
new businesses in the
last 5 years;
Alliances with
competitors;
Visibility on social
networks (scale).
Industrial KPIs and metrics for acceleration of go-to-market

6. Best practices for acceleration
Embed continuous innovation practices in daily operations. Link collected ideas to the company targets.
• Use frequent and lightweight practices for idea harvesting and growth.
• Keep all ideas continuously traceable, and link them to higher level plans.
• Process the collected ideas and feedback fast into actionable work items.
Provide real-time visibility to go-to-market activities and measure the process performance.
• Set meaningful KPIs that make people act - restrict your KPIs to 5 at maximum.
• Make sure KPIs are really measuring the KEY performance – not just performance.
• Keep the status of acceleration continuously up-to-date in order to make it trustful.
Integrate acceleration processes and technologies as a part of daily work.
• Integrate both the acceleration process and technologies to daily engineering work, provide consultancy and support.
• Define go-to-market and scaling activities as requirements in the product backlog in the early phase of product
development.
Continuously share ideas and do networking
• Sharing is the main thing in making ideas to grow – do not isolate innovation practices from operative environment.
• The most radical ideas are often born when ideas can live and combine freely between each other.
Allow variation in the ways of working, just avoid information silos
• It is ok to use various kinds of tools for acceleration – just make sure you can do analysis based on the data in them use
dashboards to combine the information together for analysis.
Be trustworthy and honest in social media.
• If you are carrying out an experiment, say it clearly. Build trust also in social media.

7. Gained benefits
in acceleration of go-to-market use cases and pilots

8. Accelerate impact @
Company site: www.bittium.com

9. Accelerate impact @
BUSINESS TRANSFORMATION
• FROM SOFTWARE LICENCES TO MANAGED SERVICES
• New competencies
• New technology
• New business model
NEW MARKET CONTEXT
• MUCH BIGGER OPPORTUNITY SPACE
• DISRUPTING INCUMBENT PLAYERS
Company site : www.cognistreamer.com

10. Mechanisms
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Outcome 2010-11 2011-12 2012-13 2013-14 2014-15
Ideas 10 27 49 105 84
Promoted ideas 3 2 3 6 8
Spin-offs 0 1 1 1 1
Outcome 2010-11 2011-12 2012-13 2013-14 2014-15
Groups 10 27 46 98 78
Participants 40 92 155 240 276
experts 10 10 10 14 14
evaluators 9 9 9 10 10
events 11 16 24 24 15
Activities
integrated in
regular courses 5 13
Average grade of
ideas - 3.76 4.77 5.9 5.9
• Approach well designed, results went in the
good direction.
• # ideas and promoted ideas increased and spin
offs continued.
• Average quality of ideas became better
• Number of participants increased.
• Integration of an entrepreneurship itinerary
for Bachelor’s and Master’s degrees
• University Business Cooperation is essential,
Involvement from the University researchers
and research groups in the early stages
(ideation) and involvement of company /public
administration recruitment /involvement is
very important.
Accelerate impact @
Company site : http://www.mondragon.edu/en

11. • Aptual has learnt a lot from the other partners in terms on idea generation,
opportunity management & business acceleration as a whole. This has helped
Aptual to benchmark our own processes.
• Aptual has successfully used lessons learnt & methodologies found in Accelerate to
recognize and focus on their best business opportunities.
• Aptual established a new spin-off (Johku http://www.johku.fi/ ) from their
recognized opportunities in Aptual. They have used the methodologies learnt in the
project to accelerate this new venture.
• Aptual is implementing Accelerate thinking inside Johku as well to help SMEs to
grow their business by using Johku and its processes and dashboard with relevant
KPIs.
Overall:
• Aptual has successfully transformed its business model to leaner & more profitable.
• Accelerate has enabled Aptual to make a successful spin-off that has a clear focus
and acceleration plan
Accelerate impact @
Company site : www.aptual.fi

12. • High number of publications (7 journal papers, 9 conference papers, 1 Master’s
thesis), doctoral thesis work
• Consultancy and research work with international / national customers and
partners in the area of acceleration of go-to-market.
• Networking to new directions (e.g. ITEA Masterclass, OuiShare)
• Identified important future research/industrial needs in the area of go-to-market
technologies and processes
• VTT acceleration services for customers, e.g.:
• Acceleration self-test
• Lean startup and Continuous innovation methodologies
• Methods for using the power of social media – SoMe strategies for go-to-market
• Facilitating hackatons and innovation events
Accelerate impact @
Company site : www.vtt.fi

13. • Advanced academic knowledge of business Acceleration through
scientific publications
• Increased understanding of industry best practices, methods and
tools on business acceleration and lessons learned
• Stronger recognition and visibility of LUT & increased collaboration
with university startup community to help out brining the
innovations faster to the markets.
• Integration of methodologies and tools developed & tested within
the Accelerate project to curricula for Master level students:
• 1) Strategic Entrepreneurship in an Age of Uncertainty and
• 2) Open Innovation courses
• Integration of research work to PhD thesis & 2 Master theses
Accelerate impact @
Company site : https://uni.lut.fi/

14. Accelerate impact @
Accelerate has impacted AAC in the following ways:
Enabled AAC Global to be able to truly ”go global” and serve customers
efficiently regardless of location expected impact is growth
Enabled automation in AAC internal processes creating the possibilities to
accelerate the turnaround time of their services expected impact is
growth
Currently registered users on AAC’s Customer Portal is 4769, which enables
them to get new services to the market faster with possibility to reach so
many current customers
AAC has received excellent ideas from the other partners in Accelerate in
terms of the overall accelerate process and expecially on the idea
generation phase.
Company site : http://www.aacglobal.com/

15. Accelerate impact @
Company site: www.f-secure.com
DONE:
• Remarkably improved capability to successfully
bring new solutions to the market
• Significantly improved scaling competencies
SOON:
• Real-time everywhere
• Experimentation everywhere

16. Visitors Platform Leads
Accelerate impact @
• Enabled BEIA to scale innovative business faster
(Telemetry M2M/IoT solutions; www.beia-telemetrie.ro)
and setting up 2 start-ups growth
• Streamlined dissemination activities (papers, conferences,
etc.) visibility
• Improved web toolbox to promote innovative solutions
(including e-commerce) accelerated go-to-market and
profitability
Company site : http://www.beiaro.eu/

17. Accelerate impact @
Use case: Arrive faster to the market with our TIC products
I+D+i/concept development commercializing
• Sivsa’s participation in Accelerate project brought them a solution to the
problem of their use case
• Their partner Universidad Politécnica de Valencia provided them with its’
new product that was in a pilot phase, Great Modeler this tool
shortened the development process of informatics applications
• During the project Sivsa performed an experiment with Great Modeler
where they confirm it is functioning
Company site : www.sivsa.com

18. More information
www.accelerateproject.eu
www.twitter.com/accelerateproj
www.slideshare.net/accelerateproject
www.accelerateplatform.eu
http://www.slideshare.net/Accelerateproject/acc
elerateresults