In my last post I wrote about corporate incubation/acceleration models, presenting four distinct ones, discussed how to start one of these organizations, and how to increase the value derived from them. In this blog I provide additional details on the topic by:
- Presenting the criteria and guidelines a corporation should use to start an incubator or accelerator. This is particularly appropriate for corporations that are thinking about starting an incubator or accelerator, or have just started one,
- Discussing what the corporation could do with successfully incubated projects, e.g., whether to integrate them to a business unit, or let them operate independently. This is particularly appropriate for corporations that have started an incubator or accelerator and now considering how to be utilize the incubated efforts.
This is a long post, not unlike the previous one. I felt that it was important to provide a comprehensive view on corporate incubators and accelerators with two posts rather than creating a longer series, even though I recognize that the approach may tax at least some of the readers. For this I apologize in advance.
Corporations are establishing incubators, e.g., Samsung, and accelerators, e.g., Orange, in order to advance their disruptive innovation initiatives. They are doing so on their own, e.g., Samsung, Swisscom, or in partnership with independent accelerators, e.g., Disney, Microsoft, and Barclays have partnered with Techstars. The terms “incubator” and “accelerator” are frequently used interchangeably to denote an organization that aims at helping very early stage startups, or even just teams in the process of considering the creation of a startup, get off the ground successfully. They do that typically in exchange for a small equity percentage in each startup. This blog addresses the role of corporate incubators and accelerators in disruptive innovation, rather than the general topic of startup incubation that has been covered extensively elsewhere. It presents:
- Four different corporate incubation/acceleration models.
- The steps necessary for establishing and maintaining one of these organizations.
- A process to help corporations increase the value and success rate they derive from their incubation/acceleration initiatives.