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Start-up, how to drop masks?

Start-up, how to drop masks?

The coaching process can lead to many disappointments. Before deciding, the start-up would be well advised to ask a few questions to the manager of a support structure.

What future(s) for corporate start-up incubators and accelerators?

What future(s) for corporate start-up incubators and accelerators?

Among all the incubators and other corporate accelerators studied for the book “Open Innovation, the Corporate Incubator”, there is one case (Case E “The Art of the Pivot”, page 173) that seemed to be the one with the best starting points. On the one hand, the corporate incubator was backed by a large group that had the most important history of relationships with start-ups. On the other hand, the large group in question had been pushing the lever of open innovation for a good ten years, first within R&D and then in all its divisions.

Soon to be listening to…

Soon to be listening to…

« Open Innovation, the corporate incubator », ppublished in June, gave rise to numerous meetings with counterparts responsible for corporate incubators, open innovation of large groups, as well as the start-up ecosystem. Thanks to all of you!

Incubator and accelerator: start-up, watch out for icebergs!

Incubator and accelerator: start-up, watch out for icebergs!

In a previous post ” start-up… how to drop masks? “, I shared with you the four questions that a start-up should ask to the manager of an incubator or accelerator, before “signing” … These questions concern the “structure”, the “actors”, the “tasks” and the “tools” that should be mobilized to carry out the support. Assuming that the answers to these questions are convincing (i.e. the start-up signs), I can only invite the start-up to remain vigilant during the coaching. Assuming that the answers to these questions are convincing (i.e. the start-up signs), I can only invite the start-up to remain vigilant during the coaching.

Start-up… why go with you?

Start-up… why go with you?

Start-ups embody a velocity and creativity that large groups envy and want to reclaim. Of course, these are often single-project structures, i.e. they are concentrated on a single solution and a very limited number of people work on it. In other words, the ability to pivot and redefine oneself is total.

Start-up: “scalability”… commercial…

Start-up: “scalability”… commercial…

We often hear about the scalability of start-ups. This notion is very often associated with the objective of raising funds… However, these funds finance immaterial or material resources, but do not provide the right contacts to transform commercially.

A Trojan Horse

A Trojan Horse

This book could be entitled « The Corporate Incubator: Overcoming the Trojan Horse Syndrome », with this distribution of roles…

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