Setting up innovative and successful collaborations with startups

The culture and posture of startups offer valuable lessons for large companies with more traditional methods, especially with regard to decision-making, experimentation and disruptive business models.

Collaboration between these types of actors is a necessity in highly competitive markets. In addition, it must serve clearly identified needs: to develop innovative offers, transform the business model, change the culture, develop agility … all this while respecting the biorhythm of the start-up and the imperatives of big business. This collaboration is never easy to grasp and to set up. Many pitfalls are to be avoided on both sides. In all cases, for large companies, it is important to take good care of:

  • Sourcing good start-ups
  • Choosing adequate business topics
  • Defining an adequate framework and the right modes of interaction

Our teams know how to place these “mergers” in the relevant business context and are familiar with the startup culture and what drives the stakeholders.

CONTEXT OF INTERVENTION

  • Business Innovation
  • Improvement of the time to market
  • Cultural evolution

WHAT SETS US APART

  • As juries of startup competition, we have grown very familiar with their needs
  • Our ability to drive business collaboration

Example of mission

  • A Japanese insurance player wants to become stronger on a new market segment
    A Japanese insurance player wants to become stronger on a new market segment
    A Japanese insurance player wants to become stronger on a new market segment

    A Japanese leader in P & C insurance is convinced that digital technologies contribute to improving its value proposition and developing safer driving. It wants to strengthen its operations by acquiring an English telematics startup.

    Our team has identified the startup’s digital assets that can help create the insurance telematics solution. Then we laid the fundamentals of the agreement with the startup (business case, governance, mutual responsibilities, revenues and costs …).

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