90% of ventures fail sooner or later, and there’s no shame in that. Many things can go wrong when building and scaling a venture. Although a lot has been written on this topic by the brightest minds in the industry, many founders continue to fall for the same mistakes when building a venture. Where the […]
This is the fourth article in our series on corporate venturing. The ‘Lean Startup’ book was published more than a decade ago. By now, many people know how to get through the first stages of exploring new corporate venture ideas. The “MVP” terminology has been used and abused and many corporates have added ventures to their […]
This is the second article in our series on corporate venturing. As a C-level executive or head of strategy, you are continuously on the look-out for disruptive trends and want to understand how to effectively tap into an environment that is continuously changing. You may already have specific ideas in mind on how to do this, […]
This is the first article in our series on corporate venturing, see the full series below. This article is the first in our new series of articles on ventures and scale-ups in a corporate setting. In this series, we will share our insights from working with clients around the world to build new disruptive ventures, and help […]
What happened Early disruptors were often owned by private capital or visionary private equity firms. As these disruptors scaled, more capital was needed, and with sufficient backing some were able to overthrow existing markets and create new ‘blue oceans’. Encouraged by such tech success stories, private equity funds began to see the potential of high-growth […]
No industry is safe from disruption. This is because disruptors have consistently found a way – using technology – to serve customers better, faster and cheaper. Over the last ten years industries have fallen one by one: first travel and media, and then retail electronics, fashion, food, and so on; initially in B2C, and then […]
To centralize or localize digital activities? Companies across all industries are facing versions of this dilemma – each organization with a different set of caveats. Why language and local regulation are not relevant and which factors should be considered instead.
As digital disruption has become a major force across industries, organizations have responded with significant investments in digital transformation. Unfortunately, recent research suggests that most of these efforts fail to meet or exceed expectations. Why?
With people all over the world being urged to stay at home, digital is quickly becoming the new normal, resulting in a sudden increase in the urgency of digitization and a further acceleration of digital businesses, both in direct-to-consumer and in business-to-business markets.
The biggest risk businesses face today in relation to AI, is thinking of it as somehow separate, or worse, not relevant to their main operations. This attitude can be characterised as, “Oh, AI is that misty thing that does self-driving cars and robots that fall in love.” It is in fact much broader and far less mysterious.