Companies launch corporate startups to create new revenue streams and to transform the company. However,
of corporate startups fail on their journey.
They do not make it to scale.
The result: No new revenue streams. No transformation. The Innovation function is seen as ‘innovation theater’ – a costly hobby but not a driver for growth.
Your Company’s Problem?
Three quick litmus tests tell you if your company needs to act.
You should talk with us if you are not fully satisfied with the test results.
Return On Innovation is too low.
The typical time-to-business-impact for non-incremental innovation is 3-5 years.
Think back 3-5 years and list the innovation initiatives that your company ran back then. Determine how much money (cash-out) went into these initiatives.
How much revenue did they generate this year?
Innovation portfolio is lethargic.
Look at the innovation journey from idea to scale and break it into steps with clearly identifiable deliverables.
Draw a portfolio. Put the steps on the x-axis. On the y-axis, put down how long your current innovation initiatives have been sitting in this stage. The size of the bubbles represents the investments into the initiatives in the last 12 months.
How balanced is your portfolio? What is stuck?
Unable to recruit/retain Top Talent.
Companies need to attract, recruit, and retain top talent more than ever.
Today’s Top Talent expects an inspiring work environment, the chance to make an impact – and a financial upside.
How long does it take to recruit A-teams for your corporate scaleups? How long do they stay with your company?
What Keeps YOU
Awake At Night?
Meet our clients.
Like you, they are from industry-leading companies.
Corporates who excel in their current business models while at the same time wanting to explore and create new businesses.
Like you, they have a mandate to transform and to create.
They lead innovation centers, Digital labs, corporate incubators / accelerators or corporate startups.
Like you, they ran into challenges.
Scaling outside-of-the-box innovations is hard. It requires careful alignment of the proven NOW with the uncertain NEW.
They applied the Lean Scaleup.
What did they get? Business impact in the market. Increased reputation inside the company.
We have designed a business model innovation and conducted some validation.
But we are not fully convinced that our innovation is ready to be scaled.
What are we missing? Are we ready to invest significant resources and take the concept to scale?
We created our business model innovation in the ecosystem and validated it with rigor. We already have the first paying customers.
But the company is not prepared for scaling up new business models. Culture, funding & governance, and access to customers are designed to execute today’s business model – but not for scaling a new one.
What are the critical few things we need to prepare to create a well-aligned set-up for Scaling-Up success?
Our incubator has been running now for some years. We had a few successes.
But on a broad scale, we need to upgrade our business creation and validation approach. There needs to be more alignment, more dynamic and more controlled risk-taking.
What are leading companies doing in these areas? What do I need to do to get our approach to a best-in-class “Diligent Entrepreneurship” approach?
Senior Leadership gave us the mandate to create new business models. Now we need to figure out how to work together.
How do we “prove” the case with a lot of unknowns? How do establish a suitable funding & governance model? How do we move at pace and at scale in the corporate context?
Our company has lots of ideas and great technology. We also have heaps of PoCs and MVPs – but they do not achieve scale.
We are not good enough in building new businesses. It takes us ages to make a few baby steps.
I’d like to pinpoint where we are stumbling and how we could improve. This helps me to win C-suite for aligning Core and Innovation to foster new businesses.
Major player in a service industry
We validated that our corporate startup is ‘worthy to be scaled’ and ‘ready to be scaled’ and received the funding to go from 3 to 30 customers.
Having stakeholder trust is good, but not good enough. We need corporate IT to integrate with back-end systems and sales functions to get customer access.
However, these functions can’t support us due to their agenda. How can I arrange a win/win agreement with the relevant corporate units?
We are problem-aware: 55% of European companies sees business building a top-3 corporate priority – but success rates are low.
We are also aware of the limitations that our current business model imposes on us.
When it comes to build new businesses – where should we start, where do we want to go and how does the roadmap look like that gets us there?
The Lean Scaleup™ – A systematic approach to corporate businesses building. Actionable and practical.
Co-created by 20+ industry-leading companies and 2 excellent business schools.
The thesis: To solve the scaling challenge, your company needs to make two distinct value creation systems work together: Winning the NOW (some call this Exploit or Perform) and Create the NEW (Explore or Transform).
This requires an end-to-end process, effective Leadership activities and the right people and culture in the interface.
Why is business building mandatory?
Why is it so challenging?
What does it take to beat the odds?
Why is the Lean Scaleup superior?
Companies that co-created / work with The Lean Scaleup framework.
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The Insights.See All
To prepare for post-crisis growth, leading companies adjust their innovation approach and scale up a few, selected corporate start-ups and ventures.
Get in touch with us to benefit from their thinking.