I was recently asked to deliver a keynote talk at the Intrapreneurship Conference in Silicon Valley last November. The conference organizers kindly asked me to cover the leading trends in the field of Intrapreneurship, also known as Corporate Entrepreneurship. To do the task justice, I sent out a wide survey and also interviewed a dozen clients as well as multi-industry
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I recently caught up with SnapBizz co-founder, Yash Prakash to hear his amazing story of transitioning an idea originating in a corporation to a thriving startup. The promising beginning When Qualcomm started its VentureFest intra-preneurship program back in 2006 (now called ImpaQt), it unlocked the floodgates of leadership, creativity and innovation from unexpected places and people. While running the program, I
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In part I of this blog, I discussed the traditional corporate venturing models. These are several variants of corporate venturing activities than can be roughly categorized as Internal Ventures, Startup Partnering and Corporate Venture Capital. In part II of this blog, I discussed the emerging corporate venturing models, namely Collaborative Venturing and Sponsored Acceleration (aka Corporate Acceleration). The emerging models
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In part I of this blog, I discussed the traditional corporate venturing models. These are several variants of corporate venturing activities than can be roughly categorized as Internal Ventures, Startup Partnering and Corporate Venture Capital. The purpose of the CV models seem clear – help a corporation deal with a litany of value shifts and translate research and points of
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Every established organization must be willing and able to systemically deal with value shifts, or risk missing the next big thing. Value shifts come in many shapes and forms, from consumer preferences, technology developments and competitive market dynamics. Sometimes, organizations can anticipate, even create game-changing value shifts, other times, they can only realistically hope to notice shifts in time to
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An idea submission program can support the four basic use cases of employee driven innovation (vs. continuous improvement of existing job responsibilities) categorized by the intersection of the key defining parameters; the inspiration for the idea submission in the first place and the ongoing intentions of the submitter. In general, an idea can be submitted in an unsolicited fashion, on
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In a previous blog post, I wrote about the value large corporations could excerpt from partnering with startups. Here, I discuss the converse, the value in partnering with large corporations from the startups perspective. Startups are rightly pursuing relationships with large corporations, usually knocking on the corporate venture capital (CVC) or open innovation office (OIO) doors. That’s the easy part –
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The Venture Creator business model has just received significant market validation. The arguable leaders in this space, Boston’s PureTech Ventures & Allied Minds recently raised approximately $200 Million each through their respective IPO’s on the London Stock Exchange. Both companies continue to grow their impressive portfolio of big bets through their value-creation formula of spotting opportunities traditional VC’s seem to
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For whatever reason, corporate innovation has become synonymous with new business development – but that isn’t the only way to sense for change and encourage the bold and aggressive innovation that today’s world needs from large corporations, idling on the sidelines of cash while the very real game of human happiness sputters. Taking a step back, most agree with the
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Stumbled upon a quote by Peter Thiel about the motivation to start a company (or a new business within an established company, for that matter). “…You don’t start a company for the sake of starting a company. The good reason to start a company is because it’s the best way to solve some important problem that would otherwise not get
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Necrophone 