For Corporates For Support Programs For Educational Institutions
One of the key success factors of large companies - the factor that made them successfully large in the first place - is the ability to predictably execute scalable and repeatable processes. But some companies seem to forget that when it comes to innovation. Instead, many still believe that innovation is somehow different. That innovation somehow happens by chaos and random chance. By some sort of magic black box process. But of course, as we know by now, successful continuous innovation only happens as a result of a deliberate, disciplined, repeatable process integral to your company.
We know now that innovation usually follows a common path from idea to successful commercialisation. This path or lifecycle can be divided into phases. And each phase has its own requirements, risks, success metrics (KPI) and goals.
Wether your people are in the office on-premise centrally or working remotely, we've got you covered:
All our programs and services are also available remote in the video conferencing and remote collaboration tools you already using, live from our streaming studio.
Together with our customers, we have developed programs that fit these respective phases and stages. They are modelled on the best practices in the startup and venture capital world and provide a transparent and predictable framework for your managers, stakeholders and employees. They also help you in the decision process to decide which innovation ventures to kill or extend at every step of the discovery, exploration and validation phase and which at the end to spin in or spin out to exploit and commercialise.
These programs, when executed collectively and continuously over time, form an innovation pipeline, a scalable and repeatable process that is capable of delivering measurable results up to 50x faster than traditional innovation methods, increasing the throughput of new ideas tested, the probability of their success while decreasing risk and your total cost of innovation.
Before you can expect any kind of change, it all starts with education. Because you don't know what you don't know - so how will you know how to do things differently and more efficiently without new knowledge and insights? You also want to make sure everybody is onboard and establish a common language and understanding around what innovation means in your company and how and what your company is doing and why.
How you start is much less important than that you actually do start by taking action today. Here are some of our most popular educational starting points designed to kickstart lasting change in your company.
It all starts with education of your number one asset - your people. This highly popular program enables your people with the latest proven methodologies and processes to master innovation and move their ventures forward in an environment of extreme uncertainty with autonomy.
This program condenses all of the latest proven scientific methodologies and processes you need to know and master into three or five compact days. It has been developed based on the successful "How to build a startup" curriculum from Stanford and Berkeley and designed to deliver the essentials as fast and as hands-on as possible.
Innovator Masterclass @ Telefónica
The three day version will have taught the participants everything they need to know about applying the new methodologies for rapid business innovation collectively known as “Lean Startup”, the five day course allows for the gathering of more actual customer insights and building an actual Minimum Viable Product (MVP) making it particularly ideal to kickstart very early stage ventures and prepare first-time entrepreneurs.
This program is also very well-suited for working with actual pre-existing ideas or challenges, not just theoretical exercises.Learn MoreBack to List
"Thank you for the great Innovator Masterclass - we all love it!" - M. Kapoor, Manager at Telefónica (customer, Innovator Masterclass for Corporates)
A well-placed Keynote speech, often at an pre-existing internal company event or summit, can help to establish a common language and a first step to understanding the innovation challenges of today and tomorrow.
The Keynote gives an overview of the options available, the why and the how the game of innovation and growth has changed, where we are heading, and how other industry leaders are dealing with it.
For companies confronted with numerous challenges and a multitude of possible solutions, the Keynote helps illuminate the different choices and paths available - and the consequences of inaction.
It can serve as a motivational rally or it can stir things up to instil urgency and immediacy - for all employees, managers or just the board - depending on your needs and goals.
The Keynote is an easy and fast way to establish a common language around your innovation challenges and kickstart the conversation about change throughout your company.Learn MoreBack to List
To secure further support, corporate innovation ventures usually need to convince their stakeholders and management. The Pitching Masterclass is a full day hands-on workshop program that will teach them how to successfully and professionally do just that. It has been designed for a corporate context and includes the reality of the startup and corporate venture capital world of today.
Not only is it covering the basics of how to pitch your venture to stakeholders for buy-in and funding, but it also goes into detail about metrics, market analysis, customer acquisition strategies, business models, etc, and helps the participants get into the mindset of their stakeholders, potential sponsors and decision makers.
The primary goal of the Masterclass is to prepare employees with the knowledge and skills to convince stakeholders for buy-in and further investments, the secondary to sensitise employees to the level of preparation needed to secure support and funding, and the third to help your ventures further refine and develop their plan and strategy during the Masterclass, getting critical expert feedback and evaluation on the actual venture and the thinking (or lack thereof) that went into it so far.
We offer two versions of this program, one for events, programs and organisations working with early-stage startups (Pitching Masterclass for Startups), and one for corporations supporting their innovation projects or events, each tailored to the respective different needs and goals (Pitching Masterclass for Corporates).Learn MoreBack to List
"Thank you very much for a mind opening experience! It has been a long time since I learned so much (and I have participated in over sixty other programs of this kind over the years)- very interesting and helpful! And all that in a very nice atmosphere, including your very diplomatic but effective way of putting the finger on “weak spots” and without any boring parts!" - Dr. D. Heistenrüber, Head of Zentis Research (participant, Pitching Masterclass for Corporates)
Nano, Crypto, Blockchain, AI, VR, AR, XR, IoT, ICO, NFT, WTF? What's behind the buzzwords and acronyms? Understanding emerging new technology trends, how they threaten your existing business and which opportunities for innovation and growth they offer can be hard to identify and comprehensively understand.
How do you separate signal from noise, hype from reality, short-term from long-term threats and how do you spot and understand the opportunities for your business before it's too late? Our Tech Briefings are a perfect fit for management and innovation ventures that need to get up to speed quickly and comprehensively.
We believe startup founders with a real vested interest in - and experience with - the tech, not consultants, are best suited to give you an unbiased, leading-edge insight and to answer your pressing questions to help you better understand. That's why we have partnered with over 200 successful startup founders around the world to be able to give you exactly the knowledge you need to get up to speed in less than a day.Learn MoreBack to List
So you understand the new emerging technologies and how they relate to you and how they might disrupt your business - in theory? But how do you apply this knowledge and how do you start getting a better understanding of what can actually be achieved applying it and how does it fit with your company or innovation venture - or what needs to change for it to be integrated?
Our hands-on Tech Sprint program is designed to get management or innovation teams up to speed on how to actually apply the emerging technology in question and building a comprehensive understanding of it through actual experience, through actively working with the tech together with domain experts.
Within a week of sprinting your management or innovation teams will have reached a whole new level of understanding, insights and domain expertise through learning by doing, applying the technology in ways relevant to their goals.Learn MoreBack to List
The innovation process starts with people and ideas - you need both. Not one without the other. It can be helpful to think of innovation as a numbers game; The more innovative people and fresh ideas you have available to you at any given time, the better your chances of success. It is thus imperative that you start identifying and recruiting innovative people and generating and tracking new innovative ideas inside your company - continuously, predictably and transparently.
But how do we enable this continuous flow of innovative, capable employees and great ideas? How do we make sure we identify problems, ideas, and technologies that might be worth investing in. How do we generate this perpetual "dealflow"?
Successful companies and venture capitalists share a common trait; The quantity and quality of the Dealflow they are able to generate.
Dealflow is the amount and quality of innovative people and ideas available for your company to place a bet on to succeed at any given time. However, 9 out of 10 innovation ventures fail, so you have to be ready dig through a lot of coal to find the diamonds.
The amount and frequency of the small bets you are able to place and how fast you can decide if it’s coal or diamond directly correlates with your chances of big successes. It's simple maths; Having a good Dealflow is where your innovation process starts. It's the broad left side of your innovation funnel.
At this stage, quantity is more important than quality. You want to recruit as many potentially innovative employees as possible, as fast as possible - and record and have them start exploring as many innovative ideas as possible, as autonomously as possible, with as little managerial red tape, commitment in money and resources as possible.
This early, we don't know if the idea is viable and we usually don't even know which category of innovation it belongs to (Horizon 1, 2 or 3) yet, so let's enable employees to put in some work on their own to discover where the ideas could lead and if they are really serious about pursuing them - in parallel to doing their "normal" job.
Filtering, evaluation, and a more substantial commitment in the form of support and allocating resources will follow later - if and when something interesting materialises. At this stage we are just enabling people and possibilities, as many and as fast as possible, and with as little resources committed up front as possible.
We provide a number of easy and proven programs, varying in length and resource-intensity, that let your employees autonomously generate and pursue innovative ideas - e.g.
Programs explicitly designed to help you identify and recruit internal talent and discover new innovative ideas with very little resources, red tape, and commitment up front.Learn MoreBack to List
Many companies and organisations look to engage with startups - but does it make any sense? And if it does - how? Where to start?
There are many ways to engage with startups. Depending on your goals (and your budget) - some make much more sense than others. Because of our startup entrepreneurial roots, we also knows what makes sense to startups, making sure your strategy and programs are authentic.
We help organisations and corporations reach their startup engagement goals by assesing existing efforts, co-creating engagement strategies, and running & managing the programs in their strategy - in part, just at the start, or completely outsourced.Learn MoreBack to List
...before someone else does. The popular "Kill Your Company" workshop program is an excellent starting point for your management to diagnose the current innovation capabilities and identify the short, mid and long term threats and opportunities with your current business model.
This strategy workshop will help you understand key emerging trends and how you can use them to create new opportunities for your current products and services and how your business model may be in danger of being disrupted and how to deal with it today - before tomorrow when it's too late. You will be developing growth strategies to anticipate the trends that will most impact your business and envisioning your ideal future product, service, or business model, and design a roadmap to guide your teams in their innovation efforts towards achieving your vision.
If you are wondering where to start with innovation and digitalisation in your company, the "Kill Your Company" program is perfect for you. It will provide you with a list of problems, ideas, and technologies that might be worth investing in - a roadmap to what, how and why.Learn MoreBack to List
You cannot support and fund every single idea - and working at the speed and with the uncertainty of innovation is not for everybody. You've got to filter and select the ideas and people to move forward. Our Innovator Bootcamp program is designed to turn up the heat and serve as an eye-opener for your employees.
For you as a potential investor and stakeholder it's a natural way to filter and select which ideas and people to move forward, and a scalable and repetable way to train employees by letting them flex their entrepreneurial muscles and practice new ways of working.
For employees, it's a welcomed break to work on something new and exciting outside of business as usual in a setting outside of business as usual, learning new skills and tools, new ways of working - providing an authentic hands-on opportunity to be seen and heard - a way to earn their innovator wings in the company in a fair, objective, and transparent way.
Within two intense days, the participants will have gone from pitching their idea to their peers, having formed teams around the most popular innovation ideas, developed a Minimum Viable Product, talked to customers, pivoted to present their results before a panel of stakeholders.
The Innovation Bootcamp is an intense full two-day program that puts the participants through the actual experience of running an innovation venture.
Innovation runs on people. Not any kind of people but a special type of people known as entrepreneurs, people comfortable working under extreme uncertainty and ambiguity - so you want to make sure that your people are enabled, that they have the skills, methodologies and growth mindset needed for the long, hard and chaotic path of an innovation venture from idea to a successful product or service in the market. That's why its primary goal is to provide ultrafast vetting (or due dilligence, if you will) of the people and ideas under consideration for further funding and allocations to proceed beyond the discovery phase and onto the next exploration phase. Because you want to make sure that you are not sponsoring a team just looking for a "corporate vacation" - a break and distraction from daily operations - before allocating further time and resources and doubling down in the exploration phase.
The secondary goal of the Innovation Bootcamp is to train and prepare employees for the level of intensity and uncertainty they will be working under if they wish to proceed to explore their innovation venture further. Some may wish to hand it off to someone else or step down at this point, providing a soft exit with no detrimental effects to their performance review and career - because failure is assumed from the start and the stakes are still relatively low.
Thirdly, it's an early opportunity to asses and sort the class of innovation (Horizon 1, 2 or 3) the ideas belong in and allocate them to the respective tracks, departments or programs before proceeding.Learn MoreBack to List
To help manage their innovation pipeline, companies like GE and Citibank have developed innovation-focused teams that act like startups. These companies utilise "Growth Board" meetings to help the decision-making and ensure the efficiency of their innovation goals.
Growth Boards are interdisciplinary, interdepartmental teams of your employees (and sometimes also consist of outside experts) that meet regularly and behave the way a board of investors would for a young startup in the venture world.
In a startup, the board generally hears from company founders. An internal growth board in a bigger organisation creates a single point of accountability for innovation teams that are operating as startups.
A Growth Board has three responsibilities: One, ensuring that the innovation team is held accountable to the goals. Two, acting as the mediator between the innovation team and the rest of the organisation. Three, deciding to provide "metered funding" (a fixed amount of time, resources and money) and usher the specific teams on to the next step at the different stages of the innovation pipeline - if and when KPIs are met.
Growth Boards bring data-driven decision-making, order, and accountability to ambitious innovation experiments.
We help you create the Growth Boards for your specific innovation needs to support your decicion making at all stages of your innovation pipeline.Learn MoreBack to List
Many companies only scratch the surface of innovation, never moving beyond the fist phase, the discovery phase, also known as the "ideation" phase. Failing to move past ideation is unfortunately one of the most common pitfalls in corporate innovation. Because doing ideation sure feels right; You're doing something. Employees are happy. Management is happy. Things are happening. At least temporarily.
But constantly doing ideation and failing to move beyond into exploration is the equivalent of running an innovation theatre - for your employees, your management, your shareholders and for yourself.
Unless you enable your people and ideas to move beyond this earliest of phases, it's never going to move the needle, never going to be measurable on your bottom line, never going to future-proof your business against disruption. It's fun and it sure feels good - but it's not enough to create new growth, not enough to prepare your company for tomorrow.
Failing to move internal innovation ventures beyond the ideation stage is the equivalent of putting the company on an all-sugar diet; It sure feels good - and it can infuse some needed short-term energy - but we all know it's going to lead to some serious health problems down the road
The consequences of not having a credible answer to what's next for the people that are generating new interesting business ideas at ideation initiatives like your R&D, hackathons, idea sprints, kickboxes, bootcamps, or design thinking workshops are adverse effects like demotivation, dissappointent, and total loss of credibility in the eyes of your most valuable assets - your most talented people (in addition to the obvious - but often glossed-over - fact that you are not creating new growth for your company this way). It's a common killer of the spirit of innovation in your organisation.
Because ideation alone is never going to have a meaningful effect on the bottom line - it cannot support sustained growth nor help prepare your company for the future on its own.
Ideation as the only step in an innovation pipeline is equivalent to running an Innovation Theatre - an expensive entertainment show - incapable of creating real innovation & growth Ideation without exploration and execution might feel good short term - and everybody needs to start somewhere - but if exploration and exploitation eventually doesn't follow, pretty soon it's going to become demoralising and wasteful
The logical tried and tested answer to what comes next after the discovery or "ideation" stage is exploration. Because instead of immediately going ahead and throwing money and resources at developing a new idea with a most likely untested team - like we would have done in the past, we now know it's well advised to first take a little time to explore and learn if the people are indeed capable of creating new ventures and future growth and if the business opportunity and the idea is indeed valid.
This is however not the time to be taking the people completely out of daily operations and investing in building a prototype product as we might have done in the past. Instead, we now know that you can massively improve the success rate of an innovation venture by building Minimum Viable Products (MVP) instead of feature-complete products, and moving in incremental steps - iterations - at the blistering faster pace of a startup, giving results faster, testing the basic assumptions about new business opportunities in the real marketplace in weeks instead of quarters or even years, allowing for complete changes - pivots - to the original idea with no risk of a huge public failure in the process.
At a fraction of the time, cost, and risk of even a single failed traditional prototype development or flopped product launch in public, adding an exploration phase before launching anything is a no-brainer.
The Lean Launchpad (LLP) is the world's premier early-stage support program developed by the father of the Lean Startup, Steve Blank at Berkeley and Stanford, adopted by e.g. the National Science Foundation's iCorps and the US Department of Defence's "Hacking for Defence" programs and universities and accelerators around the world. It’s the scientific method applied to entrepreneurship; A cohort-based, fully experiential, data-driven framework to help push early-stage innovation ventures towards a product-market fit and metrics that matter by getting out of the building and doing the hard work needed to test their hypotheses, supported by experienced internal and external mentors and held accountable by regular peer reviews.
This program is the answer to how to support early stage innovation ventures moving into the exploration phase. Without having to double down too soon, it provides you with a quick, transparent and consistent way to explore the opportunity and decide if the ideas and people are worth investing further time and resources in based on actual data.
Trusted and used by corporations and organisations like Deutsche Telekom, General Motors (GM), Time Warner, Coca Cola and governmental organisations like The National Science Foundation (NSF), The US Department of Energy and The US Department of Defence.
Taught at over 400 universities and at over 60 incubators and accelerators worldwide and over 300 educators independently trained and certified per year, the LLP program is the answer to how to educate and support early stage innovation ventures to reach a decision if the ventures are worth investing further time and resources in.
The program is ideal for Horizon 2 and 3 innovations and available as a 5, 12 or 24 weeks program depending on the speed and maturity of the results your innovation KPIs requires, and all our Lean Launchpad programs come with a Certified LLP Educator trained at Stanford by Steve Blank.
We offer two versions of this program, one for programs and organisations supporting early-stage startups and one for corporations supporting their innovation projects, each tailored to the respective different needs and goals.Learn MoreBack to List
"We've been working with +Andersen for over 5 years now, and together we have achieved an incredible survival rate of 87% (of our incubated startups supported by +Andersen) that are still in bussiness after 1 year, as opposed to the industry average of a mortality rate of 90%, a statistic we are very satisfied with and quite proud of having achieved together!" - A. Dreger, Head of Incubation @ Digitalhub Aachen (customer, Lean Launchpad)
"This [program] was the best that could have happened for us - it gave us the extra boost and support we needed at this stage!" - P. Scholz, Head of Design & Marketing @ Kowalytics (participant, Lean Launchpad)
Great prototypes, or Minimum Viable Products (MVP), can be hard to build. And let’s face it - for most corporate innovation ventures it’s made even harder because they don’t always have the skillsets or capabilities to produce them internally and in the extremely short time needed. And even if they do, they often don't have the time required, as they are already busy working on the existing core business.
That’s why we have partners who are reliable experts at building MVPs and masters of rapid prototyping, both in software and hardware, enabling your innovation teams to focus on testing and validating the business opportunity and getting close to the customers.
From Mobile Apps to Nanotech, our partners are all based in Europe and the US and are trusted by global iconic brands to do their rapid prototyping and MVPs for them.
For some companies, it makes sense to develop and internalise these capabilities within the innovation departments over time. We got you covered right now, so your teams can build their MVPs today and your management can start exploring if and how these capabilities can be internalised over time.Learn MoreBack to List
Countries in the colonial era launched expeditions into unknown territories in search of new economic advantages. The people who embarked on these journeys were colonists who gave up some of their safe and predictable surroundings in the old world in order to achieve power and autonomy in the new world.
Like the explorers in the colonial era, when an innovation venture reaches a certain maturity stage, you need to enable the people driving the ventures to embark on their own path to autonomy. And you need to provide them with what they need to be successful on their journey; A 100% of their time will now have to be allocated exclusively to the innovation venture at 99% autonomy, an off-site location removed from business as usual is needed to house them, and just enough money given to get them through to the point of generating metrics that matter.
A high number of innovation ventures fail before reaching the validation phase. That's why leading up to this validation stage, the commitment in time, money and resources allocated to the innovation ventures are held at a minimum to minimise risks and avoid detrimental consequences of failure. However, for innovation ventures having reached this stage, it's now time for you to double down and let the teams go all in and validate their product-market fit and prove it with metrics that matters.
When an innovation venture reaches a certain maturity stage, corporations need to enable the people driving the ventures to embark on their own path to autonomy, and the research shows success is most likely if this takes place at a location outside and removed from daily operations. We call these corporate colonies "Innovation Outposts".
You may already know these kinds of programs from the outside world of venture capital and startups where they are called "accelerators" (cohorts, metered funding, time-based) or incubators (not time-based, no cohorts, no funding, office or lab space). Our Innovation Outpost program is the Startup Accelerator program adapted for your internal corporate innovation ventures.
Innovation Outposts are critical for two main reasons:
One, it provides the inhabitants with shelter from the cold strong hand of "daily operations". Out of reach from business as usual, the innovation ventures can focus exclusively on their projects instead of being constantly pulled back in and distracted from their own goals.
Two, it provides autonomy, structure, support and unambiguous expectations towards activities and deliverables from the teams in the outpost. With a fixed program duration of usually three, six or nine months depending on your priority of speed versus risk, the innovation ventures are working on validating their problem-solution and product-market fit, moving towards metrics that matter - real data from the market - supported by experienced mentors and driven by a cohort-based, peer-review process.
At the end of the program, which length is taylored to the speed and quality priorities of your innovation KPI, teams will have to pitch stakeholders using the real metrics they have achieved for continued support and the resources needed to advance to the next step, which usually means spinning the innovation out or in.
Through our partners running innovation centres and facilities in the most relevant innovation clusters around the world, we can help you embed your Innovation Outpost teams in a large range of relevant places. And if you want to set up your Innovation Outpost closer to home, we can help with that too.Learn MoreBack to List
A good way to stay ahead of your competitors is to keep a closer eye on the potential disrupting startups in your industry than they do, and get to know these startups early, when they might still provide you with an opportunity, a competitive edge - before it is too late and their already eating your lunch.
For companies looking for a new product or market - or a new "edge", innovative startups can provide technology and ideas to kickstart new growth.
And it's essential to companies pursuing mergers & acquisitions as a growth and innovation strategy to know the current startup landscape at any given time, track the opportunities as they develop - and to get to know the interesting leads as soon as possible.
+ANDERSEN is uniquely positioned in the startup world and a trusted intermediator between corporate management and startup founders. We are able to find and help you track the startups relevant to your goals worldwide - and when you are ready, to reach out and facilitate contact.Learn MoreBack to List
Unlike an accelerator or an incubator program which are centered around people with innovative ideas, a venture studio is a type of innovation venture program centered around existing ideas and challenges that seeks to solve those by pairing them with entrepreneurial people - either from within, from the outside, or a combination of both - to deliver.
The astute visitor to this website may have already noticed, our +ANDERSEN Innovation Pipeline when taken as a whole is a perfect process for a successful Venture Studio when adding entrepreneurial people from outside your organisation to the mix.
All of our programs are perfectly aligned to help you build an efficient Venture Studio, and we help corporations with everything from program design, training, managagement, venture support frameworks, to sourcing of entrepreneurial talents.
As we are uniquely positioned in the startup world and a trusted intermediator between corporate management and startups, we are able to find and invite the entrepreneurial people relevant to your challenges from around the world.Learn MoreBack to List
Once your innovation teams have reached a maturity stage where they are now operating in the market and generating metrics that matter, effectively having now reached product-market fit, do you spin the venture out or do you spin it in, either in an existing department or by creating a new one?
Decisions will have to be made that come with a number of serious challenges; Will the leaders of the innovation venture be the managers of the new spun out entity, in the interim, permanently or is it time for someone else to take over? What will ownership and liabilities look like? Spinning it in, how much technology and legal debt will there be to clean up? And if the new innovation is disrupting the current business' core, how will you deal with it? How will the company deal with it?
For most medium to large companies, innovation only becomes relevant, only matters to growth, only measures on the bottom line when executed at scale. And operating at an order of magnitude higher scale than a small startup-like innovation venture requires completely different management, organisation, structure, resources, tools and leadership and management experience. How will your small successful innovation ventures be able to make the final leap and scale up quickly and successfully?
Spinning in (if the innovation is Horizon 1 or 2, it's time to integrate it into your existing organization) or spinning out (Horizon 3 innovations are more likely going to be set up as their own entities or at least their own new divisions) to scale up is in many ways similar to a merger or acquisition out in the venture world. And we now know that Mergers & Acquisitions fail up to 90% of the time according to scientific research - That's why we help you master this final stage in the innovation pipeline to avoid ending up killing your new successful innovation ventures just before the finishing line.
Our team of associates; entrepreneurs and former corporate managers who have successfully sold, acquired, spun in and spun out ventures can help you manage and navigate this final stage to avoid catastrophic failure instead of what should be the victory lap.Learn MoreBack to List
Successful innovation at scale also requires new digital management tools, because the old ones are geared towards forecasting based on past operational data from your existing business model. As innovation ventures by their very definition is doing something nobody has done before, they do not have any past relevant operational data to forecast on. Instead, we need new management tools that track the verification progress of new business models in a scientific way. Tools that provide real data on how the innovation ventures are actually performing - both today and comparable over time.
Through our partnership with Silicon Valley based Glider.io, we provide some of the best management tools for your enterprise innovation portfolio management needs.
Enable your innovation teams to track and analyse the evolution of their business model and make data-driven decisions in the search for product-market fit through all the phases of innovation.
Turn team activity into data that rationalise startup metrics with important business KPIs with easy dashboard views that help your executives and managers compare projects and make more informed decisions about what to move to the next step of the innovation process.
Users of Launchpad's management tools include Roche, Genentech, Jones Lang LaSalle (JLL), and Mayo Clinic as well as over 120 universities (like Stanford, Berkeley, Penn, etc) and startup accelerators (like The National Science Foundation, Dreamit Ventures, Clean Tech Open, etc) worldwide.Learn MoreBack to List
Innovation needs radically different ways of measuring performance and readiness than business as usual. We work with the Innovation Readiness Level (IRL). Its a new KPI to help you quantify relative risk based on the Technology Readiness Level (TLR) created and applied by NASA and the US Department of Defence and European organisations like the ESA.
The IRL provides you with a data-driven metric, a new KPI, to base your investment decisions on and it is adaptable to your company's innovation strategy needs, helping you prioritise for speed versus risk.
For your employees, the IRL is a metric for self-assessment that sets transparent expectations for what their innovation ventures need to reach to be allowed to proceed to the next stage and receive further support and investment.Learn MoreBack to List
People are assets, not resources to be spent. It's your most valuable asset because innovation and growth runs on people; Only people can transform a novel idea into an actual new business. And only people empowered with the right skills, tools, and processes can transform ideas into successful actions inside the company.
It's the "x-factor" that will make the difference between success and failure.
Innovation in your company will never happen by external consultants and M&As fails more often than marriages on average. It has to come from the people you already have inside, those who really understand your company’s strengths and challenges.
That's why our mission is to empower you to manage and run your own innovation inside your company, by yourself, using your own people.
We help you train and certify your key asset, your employees, turning them into change agents that will educate, train, manage and run your own internal innovation programs by themselves inside your company over time.Learn MoreBack to List
+ANDERSEN is as far removed from consultants as can be. We are first and foremost entrepreneurs. We only work with other founders with track records. We are all entrepreneurs who know from first-hand experience what we are talking about and we have the additional required corporate experience to boot, enabling us to speak your language and transfer our knowledge successfully to you in your corporate context.
We can augment our programs at all stages of the innovation pipeline with experienced entrepreneurs as mentors from our international network of over 200 successful founders, providing you with the domain expertise from software, hardware, B2B, B2C, SaaS, Blockchain, AI, Machine Learnin, IoT, Mobile Apps to Nanotech, Fintech or Miltech.
For innovation managers, we also offer coaching and shadowing with experienced entrepreneurs, to help you implement and manage your innovation program successfully.
Our global mentors have raised millions in venture capital, sold their company through M&As or gone public through IPOs.Learn MoreBack to List
Innovation teams missing key skillsets are at best highly inefficient. At worst, not fit to operate.
That’s why we help augment your innovation ventures at all stages of the innovation pipeline from a pool of domain experts like startup founders, art directors, UI designers, UX designers, copywriters, hardware engineers, growth hackers, data analysts, product designers, software engineers, etc to help complement and fill the gaps in your teams’ skillsets.
These international experts work alongside in your teams on-site or remote, full-time, part-time, for the whole duration or just in certain phases or just to complete certain objectives or milestones - when you need it, the way you need it.
Either temporary by bringing in external talents or by helping you build these capabilities into your innovation department over time.Learn MoreBack to List
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