Building and running internal startups in an established company, the dos and don'ts, with ten rules for internal startup founders, investors, advisors, teams, and stakeholders. Presented at Projektipäivät 2015 in Helsinki.
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Internal Startup in an Established Company
1. INTERNAL STARTUP
IN AN
ESTABLISHED COMPANY
Harri Kiljander
harri.kiljander@f-secure.com
http://www.slideshare.net/kiljander/internal-startup-in-an-established-company
11th November 2015
2. Harri Kiljander
Job: Director, Personal Identity Protection, F-Secure
Harri is a computer scientist who got into information visualization, computer
graphics and animation, and UI design in the last millennium. He spent 15 years at
Nokia doing and leading UX design, including Nokia’s Linux-based MeeGo
smartphone platform. Since 2010 he has been with F-Secure, first leading UX and
brand design, then ramping up new consumer security products. In 2012–2013
Harri got a task to “work like a startup” to build a team to build Lokki, the private
location sharing app for families and other groups. Currently Harri’s team is building
F-Secure KEY, the secure and elegant password management app. Harri is a design
advisor to the B2B2C startup Morelex and an advisor to the EuropeanPioneers
startup incubator in Berlin, he holds a PhD in Interactive Digital Media and a number
of HCI patents. He is a product designer who wants to bridge design, technology
and marketing to create world’s best products. | harri.kiljander@f-secure.com
3. INTERNALSTARTUPINAN
ESTABLISHEDCOMPANY
1. Building the internal startup capability and competences;
case F-Secure LOKKI
2. Second generation of F-Secure internal startups,
case KEY and Freedome
3. 10 rules for internal startup founders, investors, advisors,
teams, and stakeholders
Don’t forget to b r e a k t h e r u l e s as appropriate
24. THE RULES OF SUCCESSFUL F-SKUNK WORKS PROJECTS
1. Independent project with maximum control over people+budget+process
(laws and company values permitting)
2. Clear top-level target setting and top-level sponsor
3. Aligned targets with in-house stakeholder teams
4. Clear focus, no other obligations for teams and team leader
5. Somewhat unrealistic schedules & targets balanced with full authority
6. Physical co-location of the x-disciplinary team, led by product person
7. Team must take product/prototype to the market
8. Minimum Viable Product. Build-Measure-Learn. KISS. No dogmas!
9. Accept/expect/appreciate some people getting upset of broken rules
10. Continuous improvement and lessons learned
Adapted from Lockheed Martin’s 143 day P-80 jet fighter prototype project in ’43