presentation about why corporates and early stage growth companies find it hard to be partners - (startup)

1. 12 June 2014
Presentation to www.innovationroundtable.com
Hosted at

2. @tonyfish
tony@tonyfish.com
www.tonyfish.com

3. Alternative views from

4. insights on why it so often goes wrong when large
firms seek to buy young start-ups, including the role
of rewards and recognition and the role of VCs in
force fitting start-ups and corporate players:

5. 1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it and got the T-shirt: What has
traditionally gone wrong when corporates collaborate
with start-ups
3. The New Normal: New models that are being developed
and deployed today
4. Barriers and hurdles: Why structure, function, culture,
motivation and reward matter more than ever
5. Blame is complicated: Why venture capital loves corporate
assurance and other double agents
6. Innovative thinking: Can corporates realistically improve
the probability of success?

6. Definitions and Meaning :
Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage, high growth

7. Define the words
….
and sack anyone
who keeps to them

8. 1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it and got the T-shirt: What has
traditionally gone wrong when corporates collaborate
with start-ups
3. The New Normal: New models that are being developed
and deployed today
4. Barriers and hurdles: Why structure, function, culture,
motivation and reward matter more than ever
5. Blame is complicated: Why venture capital loves corporate
assurance and other double agents
6. Innovative thinking: Can corporates realistically improve
the probability of success?

9. Founder Funder Finder
Start up (own and team)
Joined early
Angel
Corporate
Fund
Incubator
Corporate
Independent
Agent

11. It is a full time role
for 5 years
Bring in significant
experience
Don’t learn on the job

12. 1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it and got the T-shirt: What has
traditionally gone wrong when corporates collaborate
with start-ups
3. The New Normal: New models that are being developed
and deployed today
4. Barriers and hurdles: Why structure, function, culture,
motivation and reward matter more than ever
5. Blame is complicated: Why venture capital loves corporate
assurance and other double agents
6. Innovative thinking: Can corporates realistically improve
the probability of success?

15. 1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it and got the T-shirt: What has
traditionally gone wrong when corporates collaborate
with start-ups
3. The New Normal: New models that are being developed
and deployed today
4. Barriers and hurdles: Why structure, function, culture,
motivation and reward matter more than ever
5. Blame is complicated: Why venture capital loves corporate
assurance and other double agents
6. Innovative thinking: Can corporates realistically improve
the probability of success?

18. 1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it and got the T-shirt: What has
traditionally gone wrong when corporates collaborate
with start-ups
3. The New Normal: New models that are being developed
and deployed today
4. Barriers and hurdles: Why structure, function, culture,
motivation and reward matter more than ever
5. Blame is complicated: Why venture capital loves corporate
assurance and other double agents
6. Innovative thinking: Can corporates realistically improve
the probability of success?

19. Motivations
( what I want!)
Experience
Funding/ cash
Exit
Delivery
Value
FocusDD, best in class
Assurance, Scale
Future Job
Proof, Assurance, Free DD
Brand, Channel, Customer
Sales
“Trust”
RelationshipInnovation Skills
Scale
Guarantee
exit, customer, channel, brand
Awards, space, skills, endorsement
money
drive, delivery

20. Motivations
( what I want!)
Experience
Funding/ cash
Exit
Delivery
Value
FocusDD, best in class
Assurance, Scale
Future Job
Proof, Assurance, Free DD
Brand, Channel, Customer
Sales
“Trust”
RelationshipInnovation Skills
Scale
Guarantee
exit, customer, channel, brand
Awards, space, skills, endorsement
money
drive, delivery
Incubators
Accelerators
Co-working
Collaboration
Programmes
Camps
Hacks

21. Import DATA
define motivation(alignment):
repeat () whilst.working:
if motivation() = aligned:
call FAILURE
else;
print (“#truth”):
call check.motivation.again
endif;
end
define FAILURE()
print (“#LIER”):
check. data
check. motivations (ask more questions)
end

22. 1. Definitions: Innovation, entrepreneurship, start-up, risk,
agile, lean, early stage high growth
2. Been there, done it and got the T-shirt: What has
traditionally gone wrong when corporates collaborate
with start-ups
3. The New Normal: New models that are being developed
and deployed today
4. Barriers and hurdles: Why structure, function, culture,
motivation and reward matter more than ever
5. Blame is complicated: Why venture capital loves corporate
assurance and other double agents
6. Innovative thinking: Can corporates realistically improve
the probability of success?

23. • Channel
• Customer
• Diligence
• Support
• Management
• Brand
• Motivation
• Excitement
• Not strategic
• Does not move the needle
• No budget
• People changes
• Cannibalism is hard
• Do turkeys vote for Christmas
• Harder than day job
• Veto
• Not invented here