Оглавление
Shameen Prashantham. Gorillas Can Dance
Table of Contents
List of Illustrations
Guide
Pages
Praise for Gorillas Can Dance
GORILLAS CAN DANCE. LESSONS FROM MICROSOFT AND OTHER CORPORATIONS ON PARTNERING WITH STARTUPS
FOREWORD
PREFACE
PROLOGUE MICROSOFT'S STARTUP PARTNERING JOURNEY
MICROSOFT: A CASE STUDY IN STARTUP PARTNERING
PHASE 1 GETTING STARTUP PARTNERING OFF THE GROUND. Recognizing the Imperative to Partner with Startups
Beginning to Partner with Startups (within a Generic Partner Framework)
Establishing a Customized Startup-Friendly Partner Program
PHASE 2 EXTENDING AND DEEPENING STARTUP ENGAGEMENT. Engaging in Selective One-to-One Partnering
Adopting New Corporate Innovation Practices
Tapping Emergent Startup Ecosystems
PHASE 3 MAINSTREAMING STARTUP PARTNERING INTO THE CORE STRATEGY. Scalerator: Shift Toward Later-Stage Startups
Aligning Incentives to Co-Sell with Startups
Partnering with Social Ventures
LESSONS FROM THE MICROSOFT STORY
WHAT THIS BOOK IS ABOUT
Why: Co-aligning with Strategy
How: Co-innovating with Startups
Where: Co-evolving with Ecosystems
NOTES
PART ONE WHY
CHAPTER ONE WHY ENTREPRENEURSHIP MATTERS FOR LARGE CORPORATIONS
WHY PARTNER WITH STARTUPS
MANAGERS VERSUS ENTREPRENEURS: THE CHALLENGE OF DISRUPTION
MANAGERS AS ENTREPRENEURS: RESPONDING TO DISRUPTION
MANAGERS WITH ENTREPRENEURS: PARTNERING WITH EXTERNAL STARTUPS
SCOPE FOR WIN-WIN COLLABORATION
Legitimacy
Learning
Leads
But … Partnering with Startups Is Attractive – But Not Straightforward
NOTES
CHAPTER TWO WHY PARTNERING WITH STARTUPS ISN'T EASY
SCOPE FOR WIN-WIN …BUT ASYMMETRIES TO OVERCOME
GOAL ASYMMETRY
Lack of Commonality with Startups
Incompatible Learning Styles
Restrictive Norms for Ecosystem Eligibility
STRUCTURE ASYMMETRY
Lack of Connectivity to Startups
Inaccessible Learning Opportunities
Limited Touchpoints for Ecosystem Networking
ATTENTION ASYMMETRY
Lack of Confidence in Startups
Ineffective Learning Outcomes
Stringent Criteria for Ecosystem Partnering
THE PARADOX OF ASYMMETRIC PARTNERING
NOTES
PART TWO HOW
CHAPTER THREE HOW TO PARTNER WITH STARTUPS SYSTEMATICALLY
A THREEFOLD STRATEGY TO OVERCOME ASYMMETRIES
CLARIFYING SYNERGIES
Building Block-Based Synergy
Pain Point-Based Synergy
Fine-Tuning Synergies in the Digital Age
CREATING INTERFACES
Cohort-Based Startup Partnering Interface
Funnel-Based Startup Partnering Interface
Four Types of Interface
Design Choices When Building the Interface
CULTIVATING EXEMPLARS
Increasing the Odds of Cultivating Exemplars
UNDERSTANDING THE STARTUP'S PERSPECTIVE
Dancing with Gorillas: How Startups Partner with Large Corporations
NOTES
CHAPTER FOUR BUILDING THE CAPABILITY TO PARTNER WITHSTARTUPS
LEARNING TO PARTNER WITH STARTUPS
INITIATION. Needed – A Bias for Action
Involving Entrepreneurial Individuals
Considerations in Getting Started
EXPANSION
Repeating – Getting Beyond a One-Off Activity
Refining – Making Adjustments Along the Way
Routinizing – Ensuring Repeatability
SYSTEMATIZATION
Integrating with the Wider Corporate Innovation Effort
Integrating with Corporate Culture Transformation
Integrating with the Overall (Evolving) Corporate Strategy
LEARNING FROM EXTERNAL SPECIALISTS
What Is Their Unique Partnering Competence?
Do They Specialize in Cohorts or Funnels?
Where Is Their Geographical Strength?
NOTES
PART THREE WHERE
CHAPTER FIVE PARTNERING WITH STARTUPS AROUND THE WORLD
LEARNING FROM THE WORLD
THINK GLOBAL, ACT LOCAL: ADAPTING PRACTICES
Compensate for Ecosystem Immaturity
Commit Resources to Tap Ecosystem Energy
Co-opt Insiders to Deal with Being an Outsider
Co-Innovate with Startups to Access Novel Ideas
THINK LOCAL, ACT GLOBAL: ADOPTING PRACTICES
Tapping Advanced Market Hotspots
Tapping Emerging Market Hotspots
Engaging with Startups in China and India: Some Similarities and Differences
THINK GLOBAL, ACT GLOBAL: ALIGNING PRACTICES
LOOKING TO NEW FRONTIERS
NOTES
CHAPTER SIX PARTNERING WITH STARTUPS AS A FORCE FOR GOOD
DANCING WITH GORILLAS FOR THE SUSTAINABLE DEVELOPMENT GOALS
SOCIETAL SYNERGY
Deploying Building Block Synergies to Address Societal Shortcomings
Overcoming Pain Points for the Corporation That Dovetail with Social Needs
Adding Societal Value by Meeting Crisis-Induced Challenges
INCLUSIVE INTERFACE
Conventional Corporate-Startup Interfaces
Dedicated Corporate Interfaces for Social Enterprises
Interfaces Involving Noncorporate Gorillas and Specialists
HYBRID EXEMPLAR
Showcase Social Impact and Economic Success
Bring SDGs into the Narrative
Harness Inspiration from Emerging Markets
BUILDING SDG COALITIONS
NOTES
EPILOGUE THREE MINDSETS FOR THE SDG DECADE OF ACTION
CONTRIBUTING TO THE SDG DECADE OF ACTION IN A POST-COVID WORLD
2008–2020: A Period Bookended by Two Global Crises
2020: The Exacerbating Effects of the Pandemic
The 2020s: The Urgent Need for Corporate Innovation in the Decade of Action
ENTREPRENEURIAL, COLLABORATIVE AND GLOBAL MINDSETS
Entrepreneurial Mindset – Making Things Happen
Collaborative Mindset – Joining Forces with Others
Global Mindset – Engaging with the World
HARNESSING ENTREPRENEURSHIP AND GLOBALIZATION VIA COLLABORATION
NOTES
ACKNOWLEDGMENTS
ABOUT THE RESEARCH
ABOUT THE AUTHOR
INDEX
WILEY END USER LICENSE AGREEMENT
