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Why Corporations Engage with Startups (powered by USAID)

Bookings: booking@vidarandersen.com - I recently had the honor and pleasure to repeat this keynote I've previously held for Henkel, et al for CEOs and Managers in Chisinau, Moldova courtesy of USAid.

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Why Corporations Engage with Startups (powered by USAID)

  1. 1. MOLDOVA
 FEB 17TH 2017 WHY & HOW
 CORPORATIONS ENGAGE WITH 
 STARTUPS AND SOMETIMES VICE VERSA
  2. 2. MORE VIDARANDERSEN.COM VIDAR ANDERSEN • STARTUP FOUNDER • EDUCATOR • INNOVATION ADVISOR FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES
  3. 3. +ANDERSEN 
 & ASSOCIATES INNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP CONTACT
 YOU@PLUSANDERSEN.COM
  4. 4. THERE IS A DEFINITION WHAT THE HECK IS A STARTUP ANYWAY?
  5. 5. CORPORATION PERMANENT FORM OF ORGANISATION DESIGNED TO EXECUTE A PROVEN REPEATABLE & SCALABLE BUSINESS MODEL IN A PREDICTABLE AND STABLE ENVIRONMENT
  6. 6. STARTUP A TEMPORARY FORM OF ORGANISATION IN SEARCH OF A SCALABLE & REPEATABLE BUSINESS MODEL OPERATING IN AN ENVIRONMENT OF 
 EXTREME UNCERTAINTY
  7. 7. AN ALTERNATE DEFINITION WHAT THE HECK IS DIGITALISATION ANYWAY?
  8. 8. DATA BECOMES THE PRODUCT DIGITALISATION IS INFORMATION ENABLING
  9. 9. XL IS NOT ENABLING 
 EXPONENTIAL GROWTH NOT 
 THIS
  10. 10. DATA ENABLING 
 EXPONENTIAL GROWTH THIS
  11. 11. DATA ENABLING 
 EXPONENTIAL GROWTH
 NEW MARKETS THIS
  12. 12. MANIPULATING DATA 
 EXPONENTIAL GROWTH THIS “The program, called COIN, for Contract Intelligence, does the mind-numbing job of interpreting commercial-loan agreements that, until the project went online in June, consumed 360,000 hours of lawyers’ time annually. The software reviews documents in seconds, is less error-prone and never asks for vacation.” -JP Morgan
  13. 13. INFORMATION (DATA)
 ENABLES EXPONENTIAL GROWTH ENABLING EXPONENTIAL GROWTH
  14. 14. Information-enable products and capture 
 data digitally (preferably where
 nobody else is
 already doing it) Process and
 manipulate digital data, add value Save costs & time, find new business opportunities, scale, profit Build - Measure - Learn,
 rinse, lather, repeat IT NEVER STOPS
  15. 15. THE TIMES HAVE CHANGED WHY ALL THIS STARTUP HYPE NOW?
  16. 16. EXPONENTIAL
 TECHNOLOGY DEVELOPMENT
  17. 17. SHORTER
 LIFESPAN FOR CORPORATIONS
  18. 18. YOUR COMPETITION
 NO LONGER PEERS OR NEAR-PEERS THE AMOUNT OF VENTURE CAPITAL AVAILABLE TO STARTUPS HAVE NEVER BEEN BIGGER
  19. 19. AUTOMATION
 AFFECTING MOST VERTICALS
  20. 20. MACHINES
 LEARNING BY THEMSELVES
  21. 21. VALUATIONS
 RAPIDLY INCREASING
  22. 22. CORPORATIONS
 SLOW & RIGID + COMPLIANT
  23. 23. STARTUPS
 FAST & AGILE + BREAKS THE LAW
  24. 24. LEAN METHOD HAS COME FULL CIRCLE 2013 2011 THE LEAN STARTUP 1940s AGILE & KANBAN 2005 LEAN ENTERPRISE 2014
  25. 25. OPTIMISING THE OLD
 ONLY TAKES YOU SO FAR INNOVATION IS THE KEY TO GROWTH
  26. 26. “The electric light did not come from the continuous improvement of candles” - OREN HARARI
 PROF, UNIVERSITY OF SF
  27. 27. THE VERY VEHICLE
 FOR INNOVATION & GROWTH STARTUP EQUALS
 GROWTH
  28. 28. Uber, the world’s largest taxi company, 
 owns no vehicles. Facebook, the world’s most popular media owner, 
 creates no content. Alibaba, the most valuable retailer, 
 has no inventory. Airbnb, the world’s largest accommodation provider, 
 owns no real estate. Spotify, the world’s most popular music service, owns no music rights. - TOM GOODWIN
 SVP HAVAS MEDIA
  29. 29. THE FACTS VS THE MYTHS SPEEDBOAT
 VS FREIGHTER
  30. 30. 10 FACTS CORPORATIONS DO GET IT 1 Traditional Venture Capital is no longer the only way to raise money for startups. DocuSign raised in the same round (Series E) exclusively from the following corporations: SalesForce, Google, Recruit, Mitsui & Co, BBVA, NTT DoCoMo, Telstra and MKI.
  31. 31. 10 FACTS CORPORATIONS DO GET IT 2 The majority (61.7%) of the unicorns mentioned by the Wall-Street Journal under The Billion Dollar Startups Club have raised from at least one corporate. 
 Not including investment firms and banks.
  32. 32. 10 FACTS CORPORATIONS DO GET IT 3 Corporations do not invest only in their 
 own vertical: 
 The online music streaming service Spotify 
 raised money from Coca-Cola.
  33. 33. 10 FACTS CORPORATIONS DO GET IT 4 In-house R&D is giving way to collaboration with new ventures. 
 9 out of the 10 biggest R&D spenders worldwide are already working with startups.
  34. 34. 10 FACTS CORPORATIONS DO GET IT 5 Not only silicon valley tech companies like Google, but some of the traditional corporate players have explicit ways to invest in startups on a large scale. 
 Ping An Insurance Group has a venture arm: 
 Ping An Ventures.
  35. 35. 10 FACTS CORPORATIONS DO GET IT 6 When it comes to collaboration with startups, France (not USA) has the highest percentage of its top corporations engaging startups: 
 23 out of 25 top corporations are working 
 with startups.
  36. 36. 10 FACTS CORPORATIONS DO GET IT 7 Investing in startups is not the only way to collaborate. 
 ProSieben Sat1 Media AG provides advertising time in return for revenues or equity shares through its venture arm (Seven Ventures).
  37. 37. 10 FACTS CORPORATIONS DO GET IT 8 Building accelerators, a popular way to help startups, is now done by “non-tech" corporations too. Diageo has an accelerator to create new 
 spirits brands: Distill Ventures.

  38. 38. 10 FACTS CORPORATIONS DO GET IT 9 Working alone with startups is not the only option: global corporations do it together as well. 
 The Ecomobility Ventures investment fund has been created by 5 corporations(Air Liquide, Michelin, Orange, SNCF and Total).
  39. 39. 10 FACTS CORPORATIONS DO GET IT 10 68% of the top 100 companies from the Forbes Global 500 are engaging with startups.
  40. 40. & STARTUPS
 WITH CORPORATIONS WHY DO CORPORATES ENGAGE WITH STARTUPS?
  41. 41. SHIFT 
 HAPPENS “SCREWED IF YOU DON’T” REALITY CHECK
  42. 42. REMEMBER THIS THING?
 NEITHER DOES THE WORLD
  43. 43. FAST SLOW VS
  44. 44. "In the new world, it is not
 the big fish which eats the small fish, it's the fast fish which eats the slow fish." - KLAUS SCHWAB
 WORLD ECONOMIC FORUM
  45. 45. VS
  46. 46. "If you don't create the things that will kill Facebook, 
 someone else will." - MARK ZUCKERBERG 
 FOUNDER OF FACEBOOK
  47. 47. ADVANTAGES
 FOR BOTH SIDES WIN-WIN OUTCOMES
  48. 48. CORPORATE ASSETS • CREDIBILITY • BRANDING & PR • DISTRIBUTION • SUPPLIERS • FUNDING
  49. 49. STARTUP ASSETS • SPEED OF INNOVATION • INNOVATIVE IMAGE • REAL INNOVATION • CULTURE TRANSFER
  50. 50. HUGE UPSIDE POTENTIAL FTW!
  51. 51. SHORT & LONG TERM
 VALUE DRIVERS TIMING RISK COST R&D Long Term High High Corporate Startup Engagement Medium Term Average Low M&A Short Term Low High
  52. 52. 5 EXAMPLES
 FROM THE REAL WORLD HOW CORPORATES ENGAGE WITH STARTUPS
  53. 53. 5 EXAMPLES HOW CORPORATIONS ENGAGE 1 Sprint, R/GA, Kaplan, Microsoft, Disney, Barclays, Qualcomm and METRO all have 
 an accelerator powered by techstars.
  54. 54. 5 EXAMPLES HOW CORPORATIONS ENGAGE 2 Johnson & Johnson has a co working space with research facility: Jlabs. JLABS
  55. 55. 5 EXAMPLES HOW CORPORATIONS ENGAGE 3 Monsanto and Syngenta have a venture arm: Monsanto Growth Ventures 
 & Syngenta Ventures.
  56. 56. 5 EXAMPLES HOW CORPORATIONS ENGAGE 4 Procter & Gamble has a fellowship program with the accelerator The Brandery in Cincinnati, sponsoring startups.
  57. 57. 5 EXAMPLES HOW CORPORATIONS ENGAGE 5 Even the CIA has a venture capital arm: 
 In-Q-Tel, an early investor in Facebook.
  58. 58. MORE THAN ONE WAY TO DO IT BUT HOW DO YOU START ENGAGING?
  59. 59. HEURISTIC LOW TO HIGH 
 INVOLVEMENT 8. Mergers & Acquisition 7. Investment 6. Spin-Off 5. Accelerator / Incubator 4. Co-Working Space 3. Events 2. Startup Program 1. Support Services HIGH ENGAGEMENT LOW ENGAGEMENT
  60. 60. HEURISTIC LOW TO HIGH 
 COSTS 8. Mergers & Acquisition 7. Investment 6. Accelerator / Incubator 5. Co-Working Space 4. Spin-Off 3. Events 2. Startup Program 1. Support Services HIGH COSTS LOW COSTS
  61. 61. HEURISTIC LOW TO HIGH 
 RISK SEEKING 8. Investment 7. Mergers & Acquisition 6. Accelerator / Incubator 5. Spin-Off 4. Co-Working Space 3. Startup Program 2. Support Services 1. Events HIGH RISK SEEKING LOW RISK SEEKING
  62. 62. HEURISTIC SHORT TO LONG 
 STRATEGY 8. Events 7. Support Services 6. Startup Program 5. Co-Working Space 4. Accelerator / Incubator 3. Spin-Off 2. Investment 1. Mergers & Acquisition LONG TERM SHORT TERM
  63. 63. WHO DOES WHAT 
 262 OUT OF F500 CORPORATIONS
  64. 64. CORPORATE ENGAGEMENT 
 BY CHANNELS & RANK
  65. 65. TOP INDUSTRIES 
 WHO ENGAGE WITH STARTUPS 94.1% Pharmaceuticals 85.2% Telcos 68.8% Regional Banks 64.5% Major Banks 58.8% Diversified 
 Insurance
  66. 66. TOP INDUSTRIES 
 WHO ENGAGE WITH STARTUPS 100% (7 of 7) Semiconductors 100% (7 of 7) Computer Services 87.5% (7 of 8) Beverages
  67. 67. TOP COUNTRIES 
 WHO ENGAGE WITH STARTUPS 94.1% France 71.4% Germany 71.4% Switzerland 56.8% Japan 53.3% United Kingdom Orange EADS Credit Agricole Renault BNP Paribas VW Group SAP Allianz Siemens DTAG Nestle UBS ABB Syngenta Swisscom Nippon Tel Softbank Nissan Motor KDDI Seven & I Hld. Vodafone Standard Ch. SABMiller Diageno WPP
  68. 68. OTHER COUNTRIES 
 OF NOTE FOR COMPARISON 45.5% U.S.A 23.8% China Johnson & Johnson P & G Google Boeing Dow Chemical Ping An Insurance Group SAIC Motor Alibaba Tencent Holdings Lenovo Group
  69. 69. THIS IS NOT A FAD EVERYBODY IS DOING IT
  70. 70. HOW TO START ENGAGING NEXT STEPS
  71. 71. ENGAGEMENT
 EVOLVING IN PHASES STEP TOOLS 1. Learn Research, Events 2. Partner Support Services, Startup Programs, Co- Working Spaces, Spin-Offs, Accelerators & Incubators 3. Own Investments, Mergers & Acquisition
  72. 72. DIFFERENT OBJECTIVES
 DIFFERENT ENGAGEMENT TOOLS Innovation Culture New Markets Platform Solving Problems Events Support Services Startup Programs Co-Working Space Accelerators & Incubators Spin-offs Investments M&A CORPORATE OBJECTIVES STARTUPENGAGEMENTTOOLS MOST TO LEAST RECOMMENDED
  73. 73. BUY PRODUCT + USERS BUY IP BUY TEAMS BUY PRODUCT LINE BUY REVENUE STARTUPPHASE:SEARCHVSEXECUTION ACQUISITION INTENTION SEARCHING EXECUTING WHEN TO BUY WHAT
  74. 74. BUY PRODUCT + USERS BUY IP BUY TEAMS BUY PRODUCT LINE BUY REVENUE ACQUIRERSTRATEGY INTEGRATE INTEGRATE INDEPENDENT WHEN TO INTEGRATE 
 OR KEEP SEPARATE ACQUISITION INTENTION
  75. 75. 1 Talk to a pool of startups about their needs as part of your design process. It's easy to assume 'they would love this' when the bar for competitive offerings is getting higher. START TODAY 
 ENGAGE WITH STARTUPS
  76. 76. 2 There are many different ways to engage with startups. The key is to keep in mind your objectives, resources and time frame for expected results at all times. START TODAY 
 ENGAGE WITH STARTUPS
  77. 77. 3 You can start small, choosing one channel of engagement at a time and iterate fast based on the results and buy-in. 
 However if you don't shoot for big enough wins from the start, there may not be enough to show to get you more resources later. START TODAY 
 ENGAGE WITH STARTUPS
  78. 78. 4 Select the right partners to share the knowledge and minimise risks. Doing it alone can be scary. Feel free to talk to us at +ANDERSEN & ASSOCIATES and the digiHUB Aachen if you need some help along the way. START TODAY 
 ENGAGE WITH STARTUPS
  79. 79. 5 Whatever you choose to do, be prepared to work at the speed of startups Don't keep them waiting on you. You don't want the engagement to backfire. START TODAY 
 ENGAGE WITH STARTUPS
  80. 80. DO OR DO NOT THERE IS NO TRY
  81. 81. CONTACT
 YOU@PLUSANDERSEN.COM +ANDERSEN 
 & ASSOCIATES INNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
  82. 82. WE HELP 
 YOUR COMPANY 
 GET READY 
 FOR TOMORROW TODAY PLUSANDERSEN.COM
  83. 83. PRE-ACCELERATION ACCELERATIONGENERATION EDUCATION SELECTION FINAL DECISION SCALING UP DEALFLOW LEARNING JOURNEY LEARNING KEYNOTE KILL YOUR COMPANY INNOVATOR MASTERCLASS INNOVATOR BOOTCAMP LEAN LAUNCHPAD MVP AS 
 A SERVICE INNOVATION OUTPOSTS DEMO DAY PITCHING MASTERCLASS EXPERTS AS A SERVICE MENTORS AS A SERVICE TRAIN THE TRAINER SPINNING OUT +ANDERSEN PROGRAMS AT ALL STAGES
  84. 84. MORE PLUSANDERSEN.COM • Education & Training • Programs & Processes • Innovation Metrics • Management Tools • Innovation Outposts • Human Assets

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