Das Duo Andreas Harting und Oliver Kempkens wird aufzeigen, warum es neben einigen positiven Beispielen von Corporate Accelerators auch schlecht funktionierende Projekte gibt, die oftmals auch an kulturellen Barrieren zwischen etablierten Unternehmen und jungen Startups scheitern. Weiterhin gehen sie darauf ein, wie etablierte Unternehmen sich mit „Co-Creation“ die Innovationskraft der Startups zu nutze machen und Talente an sich binden können.

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

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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

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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

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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

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>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

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A variety of accelerator models with differing success rates
indicate a maturing business model
Investor funded
Corporate funded
Corporate built
Government built

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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

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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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Culture is key to success – also for accelerators
Culture eats Strategy for Breakfast.
– Peter Drucker
„
vs

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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

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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

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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.

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Exponentially increased complexity requires new
collaboration processes and more team players
Complex
problems
Single
discipline
Multiple
discipline
Simple
problems
YESTERDAY
TODAY

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Corporate organizations need to develop their talents from
managers to intrapreneurs
ACTION
VISION
Source: Amit, 1999
Dreamer Inventor
Entrepreneur/
Intrapreneur
Artist
Manager
Worker

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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

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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

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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

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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

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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

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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!

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Thank you!