Julian kawohl 2015_0528_vienna_final

11Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM

Beyond the honeymoon period:

Symbiosis between startups and corporates

Prof. Dr. Julian Kawohl, University of Applied Sciences,HTW Berlin

28.05.15


As-is situation like in the beginning of the movie „Indecent Proposal“

Source: Internet research


Scenarios for corporates and startups

Source: Own diagram/Pictures: Internet research

CompetitionCompetitionCooperationCooperation2 Separate Worlds2 Separate Worlds

Different markets: Corporates

= general marketplace,

traditional non-digital

business; Startups = niche

markets and digital business

Ecosystems not sufficiently

connected

No understanding for the

other side, different language,

culture, people


Corporate vs. startup world – success factors

Disruptive ideas, innovation

Entrepreneurs, experts

Network, collaboration, open source

Customer focus, sharp USP

(New) technology

Speedboat attitude, agileness,

unorthodox processes

„start small, fail fast, learn faster“ culture

Experience, history

Money, (investment) opportunities to turn

a huge wheel

Brand

Customer base

Specific resources/know-how/

core competencies

Economies of scale

Clear processes, disciplined, perfection-focused

StartupStartupCorporateCorporate






Startups with innovative

solutions especially for B2C

markets that also support

Corporate Business

Make-or-buy and outsourcing

options increase partnerships

Startups as multiplier for

corporate innovation and

transformation


Incubator Venturing/M&A/R&D Grants

Conceptual partnership approaches for corporates & startups

Impact

Time

Optimize

Enhance

Shift

Disrupt

Innovation Management Contest,

Special Interest Groups etc.

Primarily internal focus

Internal and external focus

Primarily external focusEntrepreneurship Programs (i.e. Entrepreneur in Residence)

Accelerator

1 year 2-3 years 3-5 years 6-10 years

Strategic and Tactical Partnerships (i.e. Supplier or Customer)

InnovationJourneys, Hackathon, Workshops,

Conferences, Network

engagement, PR in Startup

Media

Source: Own diagram





Substantial challenger almost

in any vertical, strong followers

also growing

War for (entrepreneurial)

talents and (digital) experts

Startup programs under CFO

Review


Infrastructure

HR

R&D

Sourcing

Margin

Mar

gin

Mar

keti

ng

&

Sal

es

Ad

vice

/ C

on

sult

ing

Imp

lem

enta

tio n

Op

erat

ion

s & IT

Cu

sto

mer

S

ervc

ie

Infrastructure

HR

R&D

Sourcing

Margin

Mar

gin

Mar

keti

ng

&

Sal

es

Ad

vice

/ C

on

sult

ing

Imp

lem

enta

tio n

Op

erat

ion

s &

Tra

nsa

ctio

n

& I

T

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sto

mer

S

ervc

ie

Startups adress step by step traditional corporate value chains (selection)

Industry

Time/

PhaseOptimize High Impact Fundamental Disruptive

FinTechFinTech

OEMOEM

MediaMedia RetailRetail

Source: Porter, own diagram

HealthcareHealthcare

TourismTourismIT, TelcoIT, Telco

Infrastructure

HR

R&D

Sourcing

Margin

Mar

gin

Inb

ou

nd

Lo

gis

tics

Op

erat

ion

s/ IT

Ou

tbo

un

d

Lo

gis

tics

Mar

keti

ng

&

Sal

es

Cu

sto

mer

S

ervc

ieInfrastructure

HR

R&D

Sourcing

Margin

Mar

gin

Mar

keti

ng

&

Sal

es

Pro

du

ctio

n

Dis

trib

uti

on

&

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Cu

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Shift in business models provides further collaboration opportunities for startups and corporates (selection)

Source: Own diagram

Potential future (additional) business model

Potential future (additional) business modelBusiness model todayBusiness model today

Mobility Provider

Solution Provider

Wealth Manager

Prevention Manager

Edutainment Provider

Automotive

Insurance

Banking

Healthcare

Media

OEM of cars

Risk Manager

Therapy Provider

Entertainment Provider

Cash Flow and Investment Manager


What should be done?

Source: Own diagram


As-if situation like in the end of the movie „Indecent Proposal“?

Source: Internet researchSource: Internet research