(Ebook PDF) Designing the Successful Corporate Accelerator How Startups and Big Companies can Get with the Program 1st edition by Jules Miller, Jeremy Kagan 1119709059 9781119709053 full chapters

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Product details:

ISBN-10 :  1119709059 

ISBN-13 :  9781119709053

Author :  Jules Miller, Jeremy Kagan 

Designing the Successful Corporate Accelerator gives readers the tools to design, create, and manage successful corporate accelerators that achieve results time and time again. Authors Jules Miller and Jeremy Kagan are seasoned professionals in this space, and combine global market research, interviews with accelerator leaders, and their own experience launching and running accelerators to share what works—and what doesn’t. 

Designing the Successful Corporate Accelerator. How Startups and Big Companies can Get with the Program 1st Table of contents:

SECTION I: CORPORATE INNOVATION IS HARD
CHAPTER 1: ACCELERATORS AND CORPORATE INNOVATION
ONE TICKET TO THE INNOVATION THEATER, PLEASE
WHAT IS REAL INNOVATION?
IS INNOVATION WORKING?
WHY INNOVATE?
HOW DO CORPORATE ACCELERATORS FIT IN?
GOALS FOR THIS BOOK
Notes
CHAPTER 2: A CRASH COURSE ON INNOVATION THEORY
THE INNOVATOR’S DILEMMA
McKINSEY’S THREE HORIZONS OF INNOVATION
LEAN STARTUP METHODOLOGY
DESIGN THINKING
OPEN INNOVATION
THE CORPORATE INNOVATION TOOLBOX
USING ALL THE TOOLS: A PORTFOLIO APPROACH
Notes
CHAPTER 3: A COMPLEX MACHINE TO A SIMPLE MACHINE
LEAN STARTUP AT FAT ENTERPRISES
CORPORATIONS ARE COMPLEX MACHINES
PARTNERING WITH STARTUPS FOR A HYBRID MACHINE
GAIN LEVERAGE WITH SIMPLE MACHINES
THE SIMPLE INNOVATION MACHINES (SIMs)
Notes
SECTION II: GET WITH THE [ACCELERATOR] PROGRAM
CHAPTER 4: STARTUP ACCELERATORS
WHAT IS A STARTUP ACCELERATOR?
WHAT IS A STARTUP?
A BRIEF HISTORY OF STARTUP ACCELERATORS
THE NEXT PHASE OF CORPORATE ACCELERATORS
Notes
CHAPTER 5: ACCELERATOR ARCHETYPES
BENCHMARKING AND BEST PRACTICES
THE THREE TYPES OF CORPORATE ACCELERATORS
ARCHETYPE 1: THE VENTURE ACCELERATOR
ARCHETYPE 2: THE ECOSYSTEM ACCELERATOR
ARCHETYPE 3: PARTNERSHIP ACCELERATOR
MULTIPLE MODELS FOR DIFFERENT GOALS
OTHER MODELS
SELECTING THE RIGHT ACCELERATOR MODEL
Notes
CHAPTER 6: KNOW YOUR WHY
MOTIVATIONS FOR LAUNCHING AN ACCELERATOR
INNOVATION = PROFIT
COMMON WHYS FOR CORPORATE INNOVATION
Notes
SECTION III: BUY IN OR WALK AWAY
CHAPTER 7: STAKEHOLDER ENGAGEMENT
WHO IS A STAKEHOLDER?
STAKEHOLDER SUPPORT IS CRITICAL
STAKEHOLDER MAPPING: WHO DO WE NEED TO ENGAGE?
MAPPING STAKEHOLDERS ON A QUADRANT
PRINCIPLES FOR STAKEHOLDER ENGAGEMENT
STAKEHOLDER ENGAGEMENT AS CULTURE CHANGE
Notes
CHAPTER 8: RESOURCES
YOUR ACCELERATOR TEAM
SOURCING AND PAYING TALENT
FUNDING THE CORPORATE ACCELERATOR OPERATIONS
CREATING A BUDGET
Notes
CHAPTER 9: OUTSOURCING AND DELEGATING
ACCELERATOR ENGAGEMENT OPTIONS
FROM OUTSOURCING TO INTERNAL INNOVATION
Notes
SECTION IV: BEFORE THE PROGRAM
CHAPTER 10: RECRUITING AND SELECTION
IF YOU BUILD IT, THEY MAY OR MAY NOT COME
STARTUPS ARE FROM MARS, BIG COMPANIES ARE FROM VENUS
BAD HABITS ARE HARD TO BREAK
EVALUATING STARTUPS IS A LEARNED SKILL
HOT OR NOT: SHORTCUTS TO IDENTIFY TOP STARTUPS
WHAT IS YOUR VALUE PROPOSITION?
DEFINE YOUR CRITERIA
DESIGNING YOUR APPLICATION PROCESS
RECRUITMENT: GENERATING INTEREST
EVALUATION AND SELECTION
SELECTION FRAMEWORK
Notes
CHAPTER 11: INVESTMENT
STRATEGIC INVESTMENT
HOW TO INVEST WITHOUT EQUITY
HOW TO INVEST WITH EQUITY
INVESTMENT DO’S AND DON’TS
INVESTMENT BEST PRACTICES
Notes
CHAPTER 12: METRICS AND KPIS
QUANTIFY YOUR WHY
KEY PERFORMANCE INDICATORS TO MEASURE SUCCESS
INTEGRATING WITH THE CORPORATE MISSION
CUSTOMIZING YOUR CORPORATE ACCELERATOR METRICS
Notes
SECTION V: DURING THE PROGRAM
CHAPTER 13: PROGRAMMING
PROGRAM LENGTH AND TIMING
LOCATION AND STRUCTURE
DESIGNING THE SPACE: THE COOL FACTOR AND CO-WORKING
CURRICULUM
IMPLEMENTING THE CURRICULUM
DEMO DAY AND A PROGRAM’S END
IT DOESN’T END AT DEMO DAY
Notes
CHAPTER 14: MENTORS
THE MENTOR’S ROLE IN ACCELERATION
TYPES OF MENTORS
Lead Mentors
MENTOR RECRUITMENT
MENTOR PAIRINGS
GO FORTH AND MENTOR
Notes
CHAPTER 15: MAKING PARTNERSHIPS WORK
ARE STARTUP-CORPORATE PARTNERSHIPS WORKING?
FROM FACE TIME TO INTERFACE
TYPES OF PARTNERSHIPS
THE DEVIL IS IN THE (BORING OPERATIONAL) DETAILS
BEST PRACTICES FOR CORPORATE-STARTUP COLLABORATION
CULTURE CHANGE, ONE STEP AT A TIME
BLAZE YOUR OWN TRAIL
Notes
SECTION VI: AFTER THE PROGRAM
CHAPTER 16: POST-PROGRAM PORTFOLIO MANAGEMENT
WHY INVEST IN POST-PROGRAM SUPPORT?
Reputation
WHY DON’T ACCELERATORS DO PORTFOLIO MANAGEMENT?
AFTER THE PROGRAM ENDS
PORTFOLIO MANAGEMENT BASICS
EXITS AND ENDINGS
Notes
CHAPTER 17: PLANNING FOR LONG-TERM SUCCESS
THE JOURNEY SO FAR
EXPANDING ON YOUR SUCCESS
EPILOGUE: A LOOK BACK

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