Key learnings and insights from successful collaborations between corporate innovators and startups entrepreneurs. This presentation was part of the Lean Startup Night Luxembourg and aimed at kickstarting the panel discussion on the subject "Corporate Innovation Meets Tech Startups".

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Corporate Innovation
meets
Tech Startups
Denis Avrilionis
Founder & CEO
Compellio
© 2018 Compellio SA All rights reserved

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Lessons learned…
• Methodologies are very valuable in accelerating thinking about
business models
• Lean Startup is particularly helpful in:
• confronting key assumptions with reality as early as possible
• defining key metrics about the business
However
• Transposing directly an agile software development process to
business model generation can be ineffective/inefficient

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Tech startups

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“Everything changes in a startup”
Death in near So-So Fair Nice Super
Survival limit ❤️ ❤️
Size of sales pipeline 💰 💰 💰 💰
Paid customers validating product/service
features
⭐️ ⭐️ ⭐️
If everything changes, how should I know I am heading towards the right direction?

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Market opportunity attractiveness
Potential
Challenge
Quick Win
Gold mine Moon shot
source: Gruber & Tal 2017
Questionable
Attractiveness map
Low Medium High Super high
Low
Medium
High
Super high

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Startup/entrepreneurial mindset
• Ready to take (calculated) risks
• Creative/innovation-driven
• Fast feature development
• Maximum flexibility (customers / markets / industries)
Implication for corporate innovation programmes:
• For Intrapreneurs: How to build/reinforce the startup mindset?
• For external startup teams: How to canalise the startup
mindset?

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Corporates & Innovation
Some challenges (from the point of view of entrepreneurs)

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1. Overcome the “corporate truth” syndrome
“It's not what you don't know that kills you,
it's what you know for sure that ain't true.”
Mark Twain

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2. Adopting a startup culture
Idea Team Product Economic Model Growth
The journey
Time
Most scarce resource: executive management’s time
→ Fact-based business model development comes to the rescue

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3. Sales
• Do startup sell to Internal teams or to customers of the
corporate?
• Do corporate sales people receive sales commission /
revenue recognition from startup product/services sales?

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4. “Corporate-made” culture
• How are overlaps with internal R&D managed?
• How are Intellectual property conflicts with own products
detected/managed?
• Is the corporate acquisition strategy known to startups?
• Are quality assurance, production delivery and other processes
open enough to onboard “external” startups

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I would never die for my beliefs
… because I might be wrong
Bertrand Russell
Nobel Laureate