corporate entrepreneurship and implications for stuttgart · 2015-12-30 · corporate...
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Corporate entrepreneurship and implications for Stuttgart
What can corporates learn from startups
Prof. Dr. Nils Högsdal and Volker Scholz HdM Stuttgart and mm1, April 14th 2015
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Print as a business model?
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Case Study: Digital growth by Axel Spinger
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http://media.tumblr.com/2e6eba1d9987487b13c83a67f73296a1/tumblr_inline_mfp98sevSE1qaoa80.png
http://svenruoss.files.wordpress.com/2013/11/bildschirmfoto-2013-11-06-um-21-56-00.png
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Definition: Corporate entrepreneurship
“Corporate entrepreneurship encompasses two types of phenomena and the processes surrounding them:
1. The birth of new businesses within existing organizations, i.e. internal innovation or venturing, and
2. the transformation of organizations through renewal of the key ideas on which they are built, i.e. strategic renewal.”
(Source: Guth and Ginsberg, Corporate Entrepreneurship 1990, p. 5).
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Overview
Corporate Entrepreneurship
Corporate Venturing
ExternalCorporate Venturing
Internal Corporate Venturing
Strategic Renewal
Business Model Innovation
Blue OceanStrategy
…
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(Corporate) Entrepreneurship as a process
Educate
•Disvovery
•Share the ideasand shift in mind
Ideate
•Experience
• Innovate, Design Thinking, Prototyping andcustomerdiscovery
Incubate
•Deployment
•Validation of theBusiness Model and ProductDevelopment
Accelerate
•Success
•Scaling of thebusiness model, pivot, growth, financing
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7www.ivebyquotes.com
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Lean StartupFramework and definition
• Definition: a startup is
– temporary organization designed to search
– for a repeatable and scalable business model
• Startups Fail Because They Confuse Search with Execute
• The Lean Startup Framework comprises a set of tools and processes aimed at validating hypothesis about customers early while staying agile in the process
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From grassroots to mainstream?
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https://archive.harvardbusiness.org/cla/web/pl/product.seam?c=25903&i=25905&cs=f85785d3580feb87e2bce1535af10c2f
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The Business Modell as the new holy grale
Source: http://www.ge.com/sites/default/files/Innovation_Overview.pdf
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Brainwalk
• Name examples of corporate entrepreneurship• What drivers can you identify for corporate entrepreneurship
activities• How would you define success for the activities• Whay do corporate entrepreneurship activities fail• What are typical business models for corporate
entrepreneurship• What will happen AFTER the business model has been found• Which players do you know in the regional ecosystem• What infrastructure is required for corporate
entrepreneurship• What mindset is required for corporate entrepreneurship
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Results
• Hypothesis Business Models: Corporates aim for access toinnovations, a change in culture and smart investments
• Hypothesis Success: becomming faster, more accessible and moresatisfied
• Hypothesis Drivers: the need for new business models, goodinvestments and being attractive
• Hypothesis Infrastructure: Bricks and people to forster interaction• Hypothesis Ecosystems: a driver on a mission is needed to
institutionalize networking• Hypothesis Best practices: we (Stuttgart) have to find you own
brand and story• Hypothesis Culture: Common Vision and Visibility to experiement
and think big
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Contact and personal info
• Prof. Dr. Nils Högsdal is teaching corporate financeand entrepreneurship at Stuttgart Media University
• Contact info Prof. Dr. Nils Högsdal
Hochschule der Medien Stuttgart
Nobelstr. 10, 70569 Stuttgart
https://www.hdm-stuttgart.de/home/hoegsdal
E-Mail: [email protected]
Phone: 0711-8923-2725
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