To find out if and what your customer is willing to pay for your product, we run pricing experiments. In this blog, we describe a couple of experiments that we have used ourselves. An excellent way to test a revenue model without having your final solution ready is via a Dry Wallet. You create a […]
What is corporate venturing? Corporate venturing is an innovation and growth strategy, in which a corporation wants to maintain or obtain a competitive advantage by funding and supporting a venture. This can be done by investment, management support, and the sharing of expertise. There are various forms of corporate venturing such as corporate venture capital, […]
At GroundControl we’re a big fan of David Bland’s Testing Business Ideas book because it closely matches how we look at the journey from a great idea to a validated business model and it gives a lot of examples of which experiments you can run to de-risk as much as possible. You could even say that GroundControl is Testing Business Ideas software.
From our experience, your corporate startup will only succeed if the key stakeholders of the core business are being managed correctly. But to do so, you need to understand the internal environment of the business. In this article, we explain how to better understand and map the internal environment of your organization by analyzing your […]
We struggle to iterate quickly – I’d like to identify metrics to demonstrate that innovations are moving forward? This challenge from the first Group Call at Innov8ers really caught my eye. It is a struggle that we’ve seen a lot with both our own startups and the corporate startup teams that we’ve coached over the years. Especially […]
How to start with innovation accounting? We start with measuring the following three innovation KPIs from corporate startups.
The NEXT Canvas and the BMC are not mutually exclusive, but work well together as tools to create, test and renew ideas.
The topic of how to structure the perfect corporate innovation lab comes up regularly when talking to innovation managers.
When looking at the success of startups, a common belief is that one third of the companies fail, one third return their money and one third of the companies become successful enough to really move the needle on your investment portfolio. But is that true?
Creating and running startups as part of a corporate is hard. It’s because the whole organization of a corporate is heavily optimized on execution. And that is how it is supposed to be! Startups however are searching. Searching for a business model that works and can only start executing when they’ve found that working model. […]
How long does it usually take to go through all four phases and what type of investment fits every stage?
At NEXT we decided to drop the word MVP and use solution experiment, prototype, or first version instead.